...factors that contribute to the rising workplace diversity. These include increasing numbers of immigrants, company mergers and joint ventures in different countries, increased engagement of business consultants and temporary employees, international competition and the phenomenon of globalization, which has transformed the world into a global village. Globalization has occurred because of a combination of factors such as improved infrastructure, advancements in technology. Infrastructure and technology have not only provided cheaper means of communication and travel, but have revolutionized the speed at which individuals and businesses communicate with each other. Domestic companies are also spreading their operations to new territories across the globe in search of new markets or outsourcing some aspects of their production process. Management of employee cultural diversity, through the integration of suitable strategies plays a key role in improving the competitive advantage of the business, especially on the global platform. Globalization calls for specific approaches that promote harmonious working relationships within increasingly culturally diverse workplaces. Hansen (2002) observes that workplace diversity is critical to the existence of businesses and identifying key strategies to ensure harmonious working relationships among culturally diverse employees is integral to the survival of any business. Diversity in this case means the differences between individuals based...
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...MERU UNIVERSITY OF SCIENCE AND TECHNOLOGY MANAGEMENT RESEARCH PROJECT AN INVESTIGATION OF THE EFFECTS OF DIVERSITY MANAGEMENT IN WORKPLACE TO ORGANIZATIONAL EFFECTIVENESS IN MERU MUNICIPALITY KENNEDY MUTWIRI MUKARIA MUC-SBS-555-0056/2009 A RESEARCH PROPOSAL A research proposal submitted to the department of business in partial fulfilment of requirements of degree of Bachelor of Commerce (Accounting) of Meru University College of Science and Technology DECLARATION This is my original work and has not been presented for the degree or any other award to any other University Signature ___________________________ Name __________________________ Date Approval This proposal has been submitted for examination with my approval as the University supervisor Signature ___________________________ (Name of supervisor of department; Meru University) __________________________ Date TABLE OF CONTENTS CHAPTER ONE 1.0 Introduction................................................................................................................... 1 1.1 Background to the study............................................................................................... 1 1.2 Statement of the problem.............................................................................................. 4 1.3 Objectives of the study................................................................................................. 1.4 Research questions...................................................
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...Racial Discrimination and Harassment Case Study Dana Agent 3/9/2014 A very clear example of harassment based on an employees’ race is evident in the lawsuit filed against MMR Constructors, Inc. in Arkansas. An African American employee was subjected to racial harassment by white employees that included racially offensive language, graffiti and death threats. White employees went as far as going to the black employees’ home in the middle of the night and threatened his life because he apparently reported the racially charged incidents to the company. The employee reported the “midnight visit” incident to the company and the company refused to take action against the employees because it did not happen at work. When a company overlooks incidents happening on and off the worksite, it gives the harasser the impression that the company condones the behavior. Harassment by definition is the act or an instance of harassing, or disturbing, pestering, or troubling repeatedly; persecution. The Equal Employment Opportunity Commissions’ (EEOC) definition of harassment includes slurs, graffiti, offensive or derogatory comments, or other verbal or physical conduct. “Harassment is a form of employment discrimination that violates Title VII of the Civil Rights Act of 1964, the Age Discrimination in Employment Act of 1967, (ADEA), and the Americans with Disabilities Act of 1990, (ADA).” (EEOC.gov) The employee was a victim of harassment and subjected to unethical...
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...CURRICULUM REVIEW Search using the ref: 00045-2007DOM-EN Copies of this publication can also be obtained from: DfES Publication PO Box 5050 Sherwood Park Annesley Nottingham NG15 0DJ Tel: 0845 60 222 60 Fax: 0845 60 333 60 Textphone: 0845 555 60 Please quote ref: 00045-2007DOM-EN ISBN: 978-1-84478-883-5 PPSLS/D35/0107/14 © Crown Copyright 2007 Produced by the Department for Education and Skills Extracts from this publication may be reproduced for non commercial education or training purposes on the condition that the source is acknowledged. For any other use please contact HMSOlicensing@cabinet-office.x.gsi.gov.uk DIVERSITY & CITIZENSHIP You can download this publication or order copies online at: www.teachernet.gov.uk/publications Diversity and Citizenship Curriculum Review Review Group members Sir Keith Ajegbo retired in July 2006 as Headteacher of Deptford Green School, a multiethnic school with a strong reputation for Citizenship education. He is currently working as a coach on the Future Leaders Project, as a School Improvement Partner, and as an education consultant for UBS. He is also a Governor of Goldsmiths College and a trustee of the Stephen Lawrence Trust. Dr Dina Kiwan is a Lecturer in Citizenship Education at Birkbeck College, University of London. Previously she was seconded to the Home Office as the Head of Secretariat to the Advisory Board for Naturalisation and Integration (ABNI), carrying forward the implementation...
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...Coordination of diversity efforts at Monitor Company BACKGROUND Recently you informed me that Monitor Company does not have a single vision for diversity and you have asked if this would be either damaging or helpful in the firm’s task of increasing diversity efforts. A few incidents or events triggered Monitor to begin thinking about diversity and inclusion programs. Currently there are three separate initiatives: the Advisor Network, Harassment Training and a series of seminars for women, and the Diversity Network. The purpose of the Advisors Network is to provide an outlet and resource for employees who need advice on issues such as succeeding at Monitor as either a woman, a person of color, or a GLBT employee. That initiative was created after the “Definition of Purpose” exercise done in 1993 surfaced issues related to the homogenous culture of the firm. Sexual Harassment and Sensitivity Training was deemed necessary after a 1991 director’s meeting. In that meeting, CFO David Kaplan stressed the need for “professional courtesy” training, and then the two female directors, Liz Martineau and Caroline Firstbrook disclosed that they had experienced “gender-related insensitivity”. Another thought of Martineau and Firstbrook was that female consultants were in need of role models to help guide them through the barriers of being a female in the consulting industry, which led to a seminar in 1994 geared towards female employees. A third initiative – the Diversity Network – was created...
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...defined as “a pattern of planned human resource deployments and activities intended to enable an organisation to achieve its goals” (Noe et al, 2012) Every organisation is concerned with competing effectively in the global market and they have to decide how they would stand out as being number one. (Noe et al, 2012) notes that “…business organizations exist in an environment of competition. There are several ways of gaining competitive advantage and company’s need to play to their strengths because not all businesses have the same strengths. Many markets are segmented and what is important to one set of customers may be less important to another set. Companies need to decide which part of the market they are targeting. As seen in the case study BASF targets the chemical industry and strives to be the best of its kind. According to (Noe et al, 2012) four levels of integration seems to exist between the HRM function and the strategic management function: administrative linkage, one-way linkage, two-way linkage and integrative linkage. Strategic planning Strategic planning Strategic planning Strategic planning Strategic planning Strategic planning Strategic planninging Strategic planninging HRM function HRM function HRM function HRM function HRM function HRM function HRM function HRM function Source:Adapted from K.Golden and V.Ramanujam, “Between a Dream and a Nightmare: On the integration of the Human Resource Function and the Strategic Business Planning Process...
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...Review on Workforce Diversity Training Abstract Diversity training has significantly influence equality and fairness in the workplace. Many organizations may face challenges how to balance diverse workforce, and they have realised the importance of diversity as a key of their business in order to quickly respond the needs of customers. Accompanying with the global economic integration, diversity has been a priority on the development of human resource. Creating equal and fair working environment would be significantly associated the profitability of organizations. This essay will mainly review the literature of workforce diversity training from several perspectives: definitions of diversity, benefits of diversity, diversity training and organizational attitude, evaluation of diversity training, challenges and resistance to diversity. The major benefits of diversity include increased quantities of high quality decisions, high employee loyalty and low turnover, and improved business performance. Diversity training approaches can be categorized into awareness-based training and skill-based training, and six major training techniques such as lecture, questioning, brainstorm, small-group discussion and role-playing can be adopted. Evaluating diversity training should be aligned with organizational business goals, and four steps could be used to evaluate diversity training programmes. Diversity blindness and diversity hostility are recognized as the major challenges...
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...Your first task is to conduct a needs analysis for the organization. Describe what you will do. Then, provide examples of possible training and development activities that could be used to influence the knowledge behavior, and attitudes of the staff. For an auto dealer I would do a short and long-term training and development needs according to the business strategy, company culture, and expected changes in the external environment of the company. The needs analysis will produce a clear statement of the goals to be achieved by training and development activities. We will also set a need analysis that will assess the company’s current climate for training. Knowledge objectives are of three types: declarative, procedural, and strategic. Declarative knowledge is the person's store of factual information. Procedural knowledge is the person's understanding about how and when to apply the facts. Strategic knowledge is used for planning, monitoring, and revising goal-directed activity. Skill reflects one's proficiency at specific tasks such as operating a piece of equipment, giving a presentation, or making a business decision. Attitudes are beliefs and/or opinions about objects and events and the positive or negative affect (feelings) associated with them. Attitudes affect motivation levels, which in turn influence a person's behavior. The various training delivery methods can be divided into cognitive and behavioral approaches. Cognitive methods provide information orally or in written...
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...Cross-cultural training and workplace performance Robert Bean Robert Bean Consulting The views and opinions expressed in this document are those of the author/project team and do not necessarily reflect the views of the Australian Government, state and territory governments or NCVER Publisher’s note Additional information relating to this research is available in Cross-cultural training and workplace performance: Support document. It can be accessed from NCVER’s website . To find other material of interest, search VOCED (the UNESCO/NCVER international database ) using the following keywords: cross cultural training; cultural awareness; workplace learning; capacity building; training provider; employee attitude; employer attitude. © Australian Government, 2008 This work has been produced by the National Centre for Vocational Education Research (NCVER) under the National Vocational Education and Training Research and Evaluation (NVETRE) Program, which is coordinated and managed by NCVER on behalf of the Australian Government and state and territory governments. Funding is provided through the Department of Education, Employment and Workplace Relations. Apart from any use permitted under the Copyright Act 1968, no part of this publication may be reproduced by any process without written permission. Requests should be made to NCVER. The NVETRE program is based upon priorities approved by ministers with responsibility for vocational education and training (VET). This research...
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...Madrid, Spain Diversity Assessment Tools: A Comparison Abstract: Much has been written about how to address diversity in the human resources function (recruitment, retention, professional development etc.) but less has been written about how to develop strategies to leverage diversity in other areas. This study proposes an approach to exploring diversity through the value chain and a tool to help an organization assess its strategy. The Diversity Audit Tool (DAT) was developed from an analysis of current diversity practices in the Information Communications and Technology (ICT) Sector in Canada. This paper will review the dimensions of the tool and compare it to six other diversity lenses. Keywords: Diversity assessment, diversity audit tool, diversity lens, “business” case for diversity. Increasingly corporations in Canada have stressed the importance of embracing diversity and have stressed the benefits of creating inclusive work environments which: Promote the work of all organizational members and ensures that it is acknowledged, respected, and that employees are compensated equitably for it Value diversity both within the organization and outside of it Implement a meritocracy – rather than non-job-related ascribed characteristics – ensuring the need for equality and fairness underpins the organizational culture Emphasize individual accountability at all levels of the organization Constantly communicate the organization’s commitment to diversity both through...
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...Maria A Rivas Professor Jack Huddleston Case Study 5 HRM584 rivasmaria86@gmail.com February 05, 2015 Problems at a Glance As the Vice President of the Human Resource multinationals of the Europe I noticed that some of the protocol followed by some of the European companies is rather unethical and could use extensive measures to ensure that they are compliant. Some of issues that I was made aware of are as follows; there are strings of protests from immigrants, dissatisfaction of employment status and lack of consideration from employers, discriminatory employment practices, and possible lawsuits. According to the European Commission with regards to employment, social affairs and inclusion, “tackling discrimination at work is their goal. Workers have the right to equal opportunities, especially for men and women. It is illegal to discriminate against someone because of their racial and ethnic origin, religion and belief, disability, sexual orientation, and age” (European Commission, n.d). Therefore, it seems to me as if some of these companies are facing themselves with major lawsuits and will need guidance on how to prevent from this happening. One of the issues that triggered such discriminatory action against an individual was when a graduate student, Ewe Kikuyu, submitted her Curriculum Vitae (CV) to multiple jobs sites. Ewe comes from an African descendant and upon her distributing her Curriculum Vitae; she did not receive one phone call or an interview. She also...
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...2013 IOWA STATE UNIVERSITY Department of Community and Regional Planning DIVERSITY AWARENESS CASE STUDY – ASSIGNMENT 1 Beyond simple “text book” learning, in this course we will strive to connect the material with current happenings in our world and communities. You will have an opportunity to do this in this two‐part assignment. In assignment 1 you will find and research a diversity awareness project. This first part will focus on learning what other groups and organizations have done to promote diversity awareness. Then, in assignment 2 you will develop a campaign for promoting diversity awareness in your own academic community – the College of Design. BACKGROUND INFORMATION Iowa State University has many projects and initiatives focused on social justice and diversity. Each unit and department creates educational programing and events to meet the needs of their students, faculty, and staff. The College of Design Diversity Board, the University Diversity Committee, and other departments want help developing a Diversity Awareness Campaign that: Is inclusive to all Iowa State University students, faculty, and staff, Encourages sensitivity towards and connections across differences, Initiates dialogue and training opportunities related to diversity concerns, Encourages the development of educational programming and activities that explore multiple human and cultural perspectives...
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...A Diversity Audit in Mental Health Setting Chantell Douglas TABLE OF CONTENTS EXECUTIVE SUMMARY Page 3 INTRODUCTION Page 4, 5 BACKGROUND Page 5, 6 LITERATURE REVIEW Page 6, 7, 8, 9 BENEFITS OF MANAGING DIVERSITY Page 9, 10 PROGRESS TOWARDS MANAGING DIVERSITY Page 10, 11 RESEARCH QUESTIONS Page 11, 12 METHODS ` Page 12, 13, 14 DISCUSSION Page 14, 15, 16 LIMITATION Page17, RECOMMENDATIONS Page 17, 18 REFERENCES Page 19, 20, 21, 22 APPENDIXES A Page 23 APPENDIXES B Pages 23, 24, 25, 26 EXECUTIVE SUMMARY The purpose of this study was to determine the...
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...A Diversity Audit in Mental Health Setting TABLE OF CONTENTS EXECUTIVE SUMMARY Page 3 INTRODUCTION Page 4, 5 BACKGROUND Page 5, 6 LITERATURE REVIEW Page 6, 7, 8, 9 BENEFITS OF MANAGING DIVERSITY Page 9, 10 PROGRESS TOWARDS MANAGING DIVERSITY Page 10, 11 RESEARCH QUESTIONS Page 11, 12 METHODS ` Page 12, 13, 14 DISCUSSION Page 14, 15, 16 LIMITATION Page17, RECOMMENDATIONS Page 17, 18 REFERENCES Page 19, 20, 21, 22 APPENDIXES A Page 23 APPENDIXES B Pages 23, 24, 25, 26 EXECUTIVE SUMMARY The purpose of this study was to determine the extent to which employees...
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...Managing Diversity in the Workplace The modern business environment is marked by the many people-oriented variables brought to organizations. These variables include gender, race, age, and religion, and socioeconomic background, regional and national origin. All these factors form the current workforce in the market place. Diversity is widely recognized as one of the world’s greatest strengths. Diversity continues to affect the society and the organizational workforce in the process of shaping the 21st century workforce (Konrad, 2006). Organizations appreciate individual sensitivity and differences to allow them to succeed at the organizational mission. Sensitivity and training on diversity focuses on changing the standards and expectations of people. This paper gives details on understanding diversity. Although the scope is limited, it highlights how the understanding of diversity is a challenge in managing the current workforce. It remains a fact that the contemporary workforce does not have the same desires as the previous workforce. Work diversity is a challenging experience. Managing and valuing diversity touches on peoples’ values, emotions and beliefs. It demands that people must change their behavior. It demands that organizations must question and change their systems, policies and practices some of which have not been questioned for centuries. Besides, they have contributed to the organization’s values, traditions, and ultimate success (Albrecht, 2011)...
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