Suchergebnisse

Preface and acknowledgments -- Introduction and conceptual framework -- The global context for diversity management -- Diversity legislation in a global perspective: equality and fairness in employment -- Discrimination, equality, and fairness in employment : social policies -- Global demographic trends: impact on workforce diversity -- Socioeconomic transitions: the new realities of the global -- Social psychological perspectives of workforce diversity -- Defining diversity in a global context : prejudice and discrimination -- Vive la difference? : theoretical perspectives on diversity and -- Culture and communication in the global workplace -- Interpersonal relationships in a global work context -- Managing a diverse workforce in the global context : the inclusive workplace -- Diversity management : paradigms, rationale, and key elements -- Inclusive leadership : unlocking the diversity potential -- An overview of the inclusive workplace model: managing the globalized workforce diversity -- The inclusive workplace : level i: inclusion through diversity within the work organization -- The inclusive workplace : level ii?inclusion through corporate-community collaborations -- The inclusive workplace : level iii?inclusion through state/national collaborations -- The inclusive workplace : level iv?inclusion through international collaborations -- Practical steps for creating an inclusive workplace: climate for diversity, climate for inclusion, and survey scales -- Toward a globally inclusive workplace: putting the pieces together -- References -- Index -- About the author

Due to globalization and outsourcing of commodity production, an estimated 60 million workers are employed in the garment industry by multinational corporations, yet relatively little is known about the work–family tensions experienced by these workers. Building on role stress and job demands–resources theories, this study employed mixed methods to examine job stressors, support, and work–family conflict (WFC) in a sample of 168 Mexican workers in a multinational factory, a rarely studied and underserved population. As hypothesized, results of hierarchical regression analyses indicated that workers experienced high job stress and WFC. Social support from spouses, family, and friends increased the positive association between job stress and WFC, suggesting that culturally relevant obligations increased WFC. This study highlights the need for multinational corporations to implement culturally adaptive, family‐friendly policies. Implications for social workers in multinational work organizations and for future research are discussed.

This study explores the dynamics of workforce diversity, diversity management, and organizational performance in social enterprises. Semi‐structured in‐depth interviews were conducted with 14 individuals working in the social enterprise sector in Los Angeles, California, including both top management and regular employees. Data were analyzed using thematic analysis rooted in grounded theory. Overall, high levels of diversity in gender, race/ethnicity, education, and sexual orientation were identified in social enterprises, while low levels of age and value diversity were found. Workforce diversity and diversity management were reported to be crucial factors that positively influence organizational performance. Although interviewees considered diversity management to play an important role in promoting organizational performance, they were less likely to implement diversity management themselves. By providing important insights into workforce diversity, diversity management, and organizational performance in social enterprises, this study contributes to an understanding of the dynamics and provides suggestions for sustainability in social enterprises.

Inclusion is increasingly recognized as a critical leadership issue, yet research points to effectiveness variability among diversity and inclusion initiatives, indicative of potential policy-practice decoupling. Drawing on climate theory, we develop supervisors' inclusive leadership and climate for inclusion and introducing CEO's inclusive leadership and group diversity as moderators. To gain a deep understanding of decoupling, we use a multilevel approach and include in our model both top level leadership (CEOs), where espoused policies are determined, and group level leadership (supervisor), where enacted behaviors are experienced. We offer a novel perspective on climate theory for inclusion, which we have identified as "the anomaly of climate for inclusion." Unlike other organizational climate facets, inclusion climate is shaped not only by the shared experiences of group members but also by their identities. Individuals from minority or underrepresented groups might experience decoupling in ways that are similar to other members from the same identity group even if they belong to different work groups. Our model, therefore, explains the process in which leaders create inclusive climate and point to boundary conditions in the process. We focus on two climate indicators: climate level and climate strength, and indicate that both are essential for understanding inclusion climate. Our conceptual model suggests that truly inclusive leaders would succeed at minimizing policy-practice coupling as perceived by all group members, not just historically dominant or high-status members. Implications for practice and future research are discussed.