Diverse Workforce Essays (Examples)

Introduction
This paper aims to summarize the article `` The Changing Value of Diversity in Organization`` by Howard & Ulferts (2020), and analyzing it as it casts light on the various theories the article uses to define the value of diversity in an organization.
At the beginning of the writing piece, the writers state the need and importance of diversity in organizations. The authors explain that diversity is a valuable asset in organizations operating in the modern day. Diversity is part and parcel of Human Resource Management. Apart from the benefits such as connecting with the global community, and innovation linkages that can accrue because of diversity, diversity will rise because of the various demographic factors in the next decade. The importance of research on diversity in the places of work cannot be overemphasized. Many factors consistently keep pointing to the critical importance of researching this area.
In summary, diversity…

References
Howard, T. L., & Ulcers, G. W. (2020). The changing value of diversity in organizations. Journal of Business Diversity, 20(2), 61-73.
Risberg, A., & Gottlieb, S. (2018). Workplace diversity and gender in merger and acquisition research. Copenhagen Business School, Denmark, 1-22.
Robbins, S.P., Coulter, M., Kilfoil, M., & Leach, E. (2019). Management. Toronto, Ontario: Pearson Prentice Hall.
Schwab, A., Werbel, J. D., Hofmann, H., & Henriques, P. (2016). Managerial gender diversity and firm performance: An integration of different theoretical perspectives. Group and Organization Management, 41(1), 5-31.

Globalization has significantly transformed the business environment. Economies around the world have increasingly become interconnected, facilitating greater mobility for individuals and organizations around the globe. Today, organizations can more readily do business in diverse geographic locations. In addition, organizations deal with a more diverse workforce in terms of racial and ethnic background, religious inclination, geographic origin, as well as age, gender, and sexual orientation (U.S. Department of Commerce and Vice President Al Gore's National Partnership for Reinventing Government [NPR], n.d.). This has presented both challenges and opportunities for individual workers. The individual worker now has an opportunity to interact with individuals from diverse backgrounds, which is crucial for enhancing their diversity skills. Nonetheless, communication differences can be a major challenge. Understanding how individuals from dissimilar backgrounds communicate and putting across one's message in a manner understandable to those individuals can be a daunting challenge for an individual with no prior…

motivation to an age divese wokplace. It ceates the undestanding of motivation in the context of a divese wok envionment. The pape explains why it is impotant fo manages of oganizations to acquie skills and knowledge egading divesity management. It pesents vaious challenges that manages face when motivating a divese wokfoce. The pape pefoms a desciption of the divese skill set that benefit oganizations which incopoate diffeent geneations of employees. The eseach fostes knowledge on the chaacteistics of vaious geneations, fo example, the Wold Wa II geneation, Baby Boomes, Geneation Xes and the millennial geneation. On this, it identifies vaious aspects such as attitudes, pefeences, and ways of thought and factos that motivate them. It descibes how an oganization benefits fom young and old geneation wokfoce in tems of taditional and technological skills. The pape povides infomation on the consequence of divesity, fo example, impovement of output, pomotion of innovation…

references. International Journal Of Human Resource Management, 22(6), 1262-1276.

doi:10.1080/09585192.2011.559098

Henderson, L., Washington, P., & Watkins-Batler, A. (n.d). Training for Business Success:

Does Diversity Training Improve Productivity, Performance, and Fair Promotions? Retrieved on 17th April 2013 from http://www.chicago-united.org/pdfs/2008-DiversityTrainingEffects.pdf

Nelson, D.L., & Quick, J.C. (2011). Organizational behavior: Science, the real world, and you.

WEGMANS

SLP Nurturing Ethical Diverse Workplace Continue reference organization chosen Module 1(Wegmans). [eminder-- factual information specific chosen SLP employer. We current, HM-specific information applicable employer chosen.

Diversity management: Wegmans

A diverse population of employees that reflects the demographic composition of its customers and the community the organization serves is an essential component of all retail operations. Particularly with regards to a grocery store like Wegmans, the company must be aware of the diverse preferences of customers. As a company that has long prided itself on its 'ethnic' offerings spanning from Lyle's Golden Syrup (British) to Pocky (Japanese), a diverse workforce enables Wegmans to be informed of what products, shopping strategies, and other considerations affect consumers' food buying.

Food selection often has a substantial psychological and social component -- it is not simply based upon price or even taste. Thus intercultural competency as an organization is enhanced by a diverse workforce.…

References

Springer, Jon. (2006). Thinking differently. Supermarket News. Retrieved:

 http://supermarketnews.com/retail-amp-financial/thinking-differently

Organization Behavior

Managing the Modern Workforce

Grade Course

Date Here (Day, Month, Year)

When an organization expands its operations into international markets, it hires individuals from different nations and cultures. These individuals are culturally diverse and need to be managed effectively. Numerous researches have been conducted to elucidate this important issue of the business world; each of them has some application for the modern management practices. Although workforce diversity is more an issue of the 21st Century, but massive of researches have been conducted in the late 80's and 90's.

The literature has some limitations which entice the modern researches to work on this issue and broaden the basis of knowledge for the future studies. The biggest limitation is the unclear definition of workforce diversity. Every researcher has given his own definition for this concept; however the most common definition is explained in the context of 'culture'. Most of the…

REFERENCES

Darmadi, S., 2010, Do Women in Top Management Affect Firm Performance? Evidence from Indonesia. Indonesian Capital Market and Financial Institution Supervisory Agency (Bapepam-LK), pp. 2-5 Available at

Ferro, N., 2004, Cross-Country Ethical Dilemmas in Business: A Descriptive Framework. Fondazione Eni Enrico Mattei, Working Paper No. 28, pp. 16-22. Available at

Guidroz, A., M., Kotrba, L., M., & Denison, D., R., 2009, Workplace Diversity: Is National or Organizational Culture Predominant? Linkage, Denison Consulting, LLC, pp. 1-5

Huckman, R., S., & B., R., Staats, 2010, Fluid Tasks and Fluid Teams: The Impact of Diversity in Experience and Team Familiarity on Team Performance, Harvard Business School Technology & Operations Management. Unit Working Paper No. 09-145, pp. 2-10. Available at

Table of ContentsWorkforce Action Plan .Inclusion and Diversity .Current State of the Workforce .Future State of the Workforce .AbstractToday, like many companies, Mi-ORG, a successful, customer-centered consultancy, is faced with a wide array of challenges, including reducing unplanned turnover, ensuring a smooth succession of a significant number of retirees and expected departures as well as developing and sustaining a diverse workforce that promotes employee morale and organizational loyalty and places a high priority on innovative practices. In addition, Mi-ORG tries to maintain a laser-sharp focus on its clients, but all of these trends have created a critical juncture in the companys path moving forward. Indeed, Mi-ORGs current human resource management practices, especially its web task management application, are adversely affecting employee morale and productivity, and timely interventions are clearly needed to avoid even higher levels of unplanned turnover in the future. Using a systematic review of the literature, this project…

ReferencesAn average day at Mi-ORG. (2021, May 31). University of Maryland global campus.Diversity and inclusion. (2021, May 31). University of Maryland global campus.Dobbin, F. & Kaley, A. (2018, September 18). Why doesnt diversity training work? The challenge for industry and academia. Anthropology Now, 10(2), 37-44.Engaging in succession planning. (2021). Society for Human Resource Management. Retrieved from https://www.shrm.org/resourcesandtools/tools-and-samples/toolkits/pages/ engaginginsuccessionplanning.aspx.Larcker, D. F. & Tayan, B. (2020, April 1). Diversity in the C-suite: The dismal state of diversity among Fortune 500 senior executives. Rock Center for Corporate Governance at Stanford University Closer Look Series: Topics, Issues and Controversies in Corporate Governance No. CGRP-82.Mi-ORG company overview. (2021. May 3). University of Maryland global campus.Organizational culture. (2021, May 3). University of Maryland global campus.Practices to increase cultural awareness in the workplace (2017, September 22). Deakin. Retrieved from https://www.deakinco.com/media-centre/news/seven-practices-you-can-implement-to-increase-cultural-awareness-in-the-workplace.Skill gap analysis template. (2021, May 3). University of Maryland global campus.Trends that impact the workforce. (2021, May 3). University of Maryland global campus.

Human esource Management Book eview:

The Management of a Multicultural Workforce

Tayeb, Monir H. (1996) The Management of a Multicultural Workforce. London, England: John Wiley & Sons.

Issues pertaining to diversity and cultural education that once used to be the sole province of major multinational corporations have now become central issues even in many small and medium-sized companies today. No company can take comfort in its currently enclosed organizational culture and simply assert that 'that is the way things are done,' as an answer to all questions of cultural difference and organizational diversity. Also, Monir Tayeb suggests in the text The Management of a Multicultural Workforce that it is not simply enough that a company pats itself on the back that it has a manifestly, culturally diverse workforce in its demographic makeup. ather, such medium- and small-sized businesses as well as to multinational organizations must institute specific human resource management…

Resources Management by Jack J. Phillips stresses the need for human resources to provide justification for itself as a department in a 'bottom line' fashion that the author deems is most feasible and comprehensible to management, this text by Tayeb provides an even more critical fashion for human resources to remain respected in a functional organization that wishes to become more diverse. Without appropriate human resources intervention, diversity and cultural education may be understaffed and under-appreciated. Likewise, this text also provides an important cultural caveat for the text entitled The Team Trainer, Winning Tools and Tactics for Successful Workouts by William Gorden, Carole Barbato, Erica Nagel and Scott Myers. Some of the methodologies in that eminently readable text on team training might not be immediately amicable to more reserved cultural environments and climates, although it is, I believe, to my own environment, although not to every manager I have talked to in other organizations in my industry.

The Management of a Multicultural Workforce makes a persuasive and useful argument for the value of diversity education in all organizations. The nature of the education may vary according to the organization's size and composition of the employee and employer's backgrounds. Diversity education may seem more necessary in large organizations with individual of varied backgrounds, or reorganizing companies with a work staff from different organizational management environments and cultures. But still, diversity education and flexibility and tolerance in any organization cannot be ignored. The emphasis on the implications of national and organizational cultures for human resource management practices all firms of varying sizes remains key to coping with tomorrow's challenges. The text offers practical solution options as well as a historical context to the evolving concept of what constitutes a culture and notions of diversity. Finally, the text also provides potent statistical and real-life anecdotal evidence of the importance and the richness of such diversity for employees on a personal level, as well as how diversity is an asset, economically, to a company. Most importantly of all, The Management of a Multicultural Workforce highlights in a realistic rather than an idealistic fashion the tensions that will inevitable arise in newly heterogeneous settings at home and abroad, and the way that diversity education in human resource management practices can be translated and transported across borders.

New technology makes telecommuting easier than ever before. However, also due to new technology, the ability of work to impinge upon leisure time has also increased exponentially, raising ethical questions about the extent to which workers can be required to be connected to the office 24-7.

Thirdly, changes in skill requirements demand that workers are more technically capable than ever before, so they can adapt to changes in technology that will likely occur over the duration of their employment. Job specifications are less detailed -- organizations are looking for candidates with a wide variety of capabilities and the flexibility to change. Additionally, employers are looking for strong interpersonal qualities and the ability to work well on a team -- qualities which are even more essential in service-based public works organizations. In one study, nearly three-quarters of employers complained of deficiencies amongst new hires in skills "such as professionalism and work…

References

Managing diversity. (2006). Chartered Institute for Personnel and Development (CIPD).

Retrieved May 25, 2011 at http://resources.greatplacetowork.com/article/pdf/managing_diversity.pdf

Most young people entering the U.S. workforce lack critical skills essential for success. (2006).

Partnership for 20th century skills. Retrieved May 25, 2011 at  http://www.p21.org/index.php?option=com_content&task=view&id=250&Itemid=64

Outsourced employees should be limited to filling non-critical areas of need. They should be used to alleviate the load on regular employees, rather than to replace them. They will fill in non-essential positions, leaving full-time employees to fill the more sensitive security roles.

Strategic planning will be an ongoing process, rather than a single event that is a part of the initial phases of the process. Security issues are constantly emerging and evolving. In order to remain an effective deterrent to harm, one must stay informed and keep one's staff informed of the changes that occur. An informed staff will be the most effective in spotting and reporting threats before they become problematic. The strategic security plan will be one of continuous monitoring and improvement. Security audits will be a part of this strategic planning cycle. Training and regular staff briefing will round out the security planning sessions.

Leadership

Leadership…

References

Boeree, G. (2006). Abraham Maslow. Personality Theories. Retrieved September 18, 2007 at  http://webspace.ship.edu/cgboer/maslow.html .

A www.informaworld.com http://www.articlestree.com/management/personnel-management-to-hrm-maslow-s-theory-tx307537.html.

Overseas Security Advisory Council (2007) Guidelines for American Enterprises abroad, OSAC Publication, World wide 1 Jun 2005, Chapter 1 through chapter 7..

Te, H. (n.d.). Attitude toward the self. Retrieved September 18, 2007 at http://www.geocities.com/SoHo/Den/5908/values/attitude.html.

There may be an inevitable loss of homogeneity of company values, even while creative capital and international knowledge increases.

Communication also may be more difficult, at least initially in a culturally diverse organization. Before, in less diverse circumstances, every person might have seemed fluent in the same company or corporate language, now this is not necessarily the case. The company cannot assume that automatically, new and old workers will 'get along' and that new workers will easily conform to the corporate culture, or think that they should sacrifice their personal beliefs and practices to do so. Today, workers are likely to see their identity as pluralistic or hyphenated. They are workers for a company but also members of their culture and region of origin, rather than as the same as everyone else at the company.

Communication difficulties can mean that simple comments or gestures may be misinterpreted, and negotiating personal…

Leadership Framework

Pacific egional Hospital is currently facing a crisis that has contributed to its near closure for the past 20 years and filing for bankruptcy three times within the same period. Despite the challenges, the hospital is still operating because of its strong link to the community, federally designed as under-served and influential politicians. As the Nurse Manager for a new medical-surgical unit at the hospital that was bought by a group of doctors and nurses in 2013, there is a critical need to develop a generational and cultural-sensitive orientation program for newly hired registered nurses. This program is vital because the first activity to revamp this hospital is hiring 5 registered nurses from different cultures and with significant age differences. Some of the most important aspects that will enhance the effectiveness of the program include effective communication, power and politics, motivational level, professional development, and conflict management.

Generational…

References

Kaifi et al. (2013, December 12). The Importance of Situational Leadership in the Workforce: A Study Based on Gender, Place of Birth, and Generational Affiliation. Journal of Contemporary Management, 12, 29-40. Retrieved from  http://www.bapress.ca/jcm/jcm2014-2/1929-0128-2014-02-29-12.pdf 

Manojlovich, M. (2007, January). Power and Empowerment in Nursing: Looking Backward to Inform the Future. The Online Journal of Issues in Nursing, 12(1). Retrieved from  http://www.nursingworld.org/MainMenuCategories/ANAMarketplace/ANAPeriodicals/OJIN/TableofContents/Volume122007/No1Jan07/LookingBackwardtoInformtheFuture.html 

Sherman, R.O. (2006, May). Leading a Multigenerational Nursing Workforce: Issues, Challenges and Strategies. The Online Journal of Issues in Nursing, 11(2). Retrieved from  http://www.nursingworld.org/MainMenuCategories/ANAMarketplace/ANAPeriodicals/OJIN/TableofContents/Volume112006/No2May06/tpc30_216074.html

This view is reflected in increasing calls for financial equity among schools, desegregation, mainstreaming, and standardized testing for teachers and students alike; it has been maintained that by providing the same education to all students, schools can equalize social opportunity (Bowman, 1994).

This latter position is typically followed up with the use of a particular curriculum designed to support the approach. In this regard, Bowman suggests that, "Knowledge is thought to exist in the collected wisdom of a canon, and education is the transferral of established wisdom to the learner" (p. 218). Unfortunately, when educators attempt to impose a "one-size-fits-all" curriculum on a diverse study body, there are bound to be problems -- particularly for those students who are already marginalized through language and other socioeconomic constraints.

Furthermore, in many ways, the public schools are unique in that they have been assigned the responsibility of communicating what American society regards…

References

Artiles, A.J., Higareda, I., Rueda, R., & Salazar, J.J. (2005). Within-group diversity in minority disproportionate representation: English language learners in urban school districts. Exceptional Children, 71(3), 283.

Banks, J.A. (1994). An introduction to multicultural education. Boston: Allyn and Bacon.

Bowman, B.T. (1994). The challenge of diversity. Phi Delta Kappan, 76(3), 218.

Breitborde, M.L. (1993). Multicultural education in the classroom. Childhood Education,

The multigenerational workforce in the United States presents a critical challenge for managers because each generation requires different expectations. Over the last few decades, the U.S. workforce has become so unique and diverse involving the mix of generation, gender, and ethnicity for the first time in the history of United States, workplace demographic spans four generations. The 2008 and 2009 U.S. economic crisis makes many older workers delaying retirement leading to a rich mixture of generation across different sectors. Consequently, this shift affects the workplace culture since values, attitudes as well as workplace style differ across a different generation. Moreover, each generation brings their work behaviors, values, motivation and relationship styles to the workplace assisting in enhancing the organizational development. Despite the benefits associated with the multi-generation work environment, a present of diverse generation can bring a challenge to managers with respect to communication, respect and work styles. Organizations can…

Fostering a Diverse Workplace

Fostering diversity in the workplace seems to have become increasingly difficult for many organizations. As American culture becomes much more diverse, a greater number of ethnic minorities, women, and many other diverse individuals may come together in the workplace, and many experts feel this creates more difficulty in fostering communication and understanding between so many different cultures and ideas. One researcher notes, "These dramatic changes in the composition of society and the workforce will introduce tensions because 'differences in cultural norms and values among ethnic groups in the United States will manifest themselves in different work-related behaviors'" (Wanguri, 1996). Obviously, fostering a workplace so diverse can be difficult, but it is certainly not impossible.

Most experts agree that communication is the top priority in fostering a diverse workplace. Many managers and supervisors may have been trained in communication practices that worked in the past, but may…

References

Wanguri, D.M. (1996). Diversity, perceptions of equity and communicative openness in the workplace. The Journal of Business Communication, 33(4), 443+.

Several community colleges have in recent times shown preference for non-credit post-secondary students as opposed to credit students. This trait is particularly common in the areas of staff tutoring and contractor training. Several of these non-credit courses are quite popular for their flexibility in meeting the demands of the prospective workforce students as well as the demands of their employers. Important questions have been raised about traditional colleges due to the growth of this sector; these questions include the efficiency of colleges in utilizing resources and how well access is being provided for their (colleges) students. Answering the questions raised above will likely challenge state policies and practices at colleges, although analysing the effects of this program may be a herculean task due to the absence of data on activities as basic as admissions and acceptance in community college non-credit workforce education. With increasing states and college investments of resources…

Women in the Workforce

Training Plan: Breaking the Glass Ceiling at Intuit

Intuit revolutionized the accounting industry with innovative applications that assist with financial analysis and tax preparation. Since 1983 Intuit has been a proud leader providing our most famous products: Quicken and TurboTax to a wide variety of customers from individuals to small businesses and corporations. We have prided ourselves on providing an excellent workplace that sparks creativity and builds long-term relationships. Our atmosphere is one of continual learning and growth.

However, this focus on growth always means that there is room for improvement. The following examines a new training plan to help take advantage of one area that could be improved. Intuit attracts young movers and shakers. However, women have recently complained that their needs are being ignored. The following will examine a plan to include women in the Intuit mix in a way that allows them truly…

References

Intuit Inc., (2008, August 13). Intuit Unveils Small Business Connected Strategy. Intuit.

Retrieved from  http://about.Intuit.com/about_Intuit/press_room/press_release/2008/0813.jsp  li, M., Metz, I., & Kulik, C. (2007, December 4-7) Workforce gender diversity: Is it a source of competitive advantage? Paper presented at the 21st ANZAM conference, Sydney,

Australia Retrieved from http://eprints.qut.edu.au/40898/1/40898.pdf

Griffiths, M. & Moore, K. (2010). 'Disappearing Women': A Study of Women Who Left the UK

Young Diverse Children Living in ig Cities

This paper will focus on the lives and challenges minority and culturally diverse youths face growing up in major urban city environments, such as Newark, New York, altimore or Seattle. The advent of major metropolitan areas has stimulated a rapidly increasing population of disadvantaged and volatile youths. In today's America, it seems that more and more young people growing up in major cities are subjected to poor socio-economic conditions, which anymore lead to an increased likelihood for violence and life disruption.

Today's youths growing up in major urban cities are often disadvantaged; they lack the self-esteem, confidence and tools necessary to succeed in their later adulthood. I hope through my research to uncover facts related to urban distress among youths. I hope to also explore community organizations that have focused their efforts on improving the conditions prevalent among urban youths. I propose that…

Bibliography

Achtyes, Eric. (1998). "Big Problem, Small Band Aid." The Daily. Available: http://archives.thedaily.washington.edu/1998/110298/O5.i-.html

Casey Foundation. (2004). Available:  http://www.aecf.org 

Casey Foundation. Child Trends.

Child Trends. (2004). "Raising Children in Big Cities." Right Start City Trends. Child Trends Kids Count Special Report. The Annie E. Casey Foundation. Available:

Classrooms are diverse environments, characterized by students from varying backgrounds, and with varying needs and skill levels. It is from this diversity and the recognition of how it contributes to the richness of a learning environment that the concept of differentiated instruction arises. Through differentiated education, students representing diversity have the opportunity to learn in environments that promote inclusion, unity, and understanding. An investigation into the effects of differentiated instructional curriculum for a fifth-grade science class demonstrated that both teachers and students reported a significantly higher degree of satisfaction with methods and materials used in differentiated instruction as opposed to typical instruction (McCrea et al., 2009). Similar results were found in a study that investigated the effectiveness of differentiated instruction in the realm of physical education curriculum (Kriakides & Tsangaridou, 2008).

Developing and putting into practice differentiated instruction curricula involves shifts in planning, execution, and assessments that require flexibility and…

References

Hall, T., Strangman, N., Meyer, A. (2011). Differentiated instruction and implications for UDL implementation: effective classroom practices report. National Center on Accessing the General Curriculum, retrieved 19 October, 2011 from  http://aim.cast.org/learn/historyarchive/backgroundpapers/differentiated_instruction_udl .

Holloway, J.H. (2000). Preparing teachers for differentiated instruction, Educational Leadership, September, 82-3.

Kyriakides, L. & Tsangaridou, N. (2008). Towards the development of generic and differentiated models of educational effectiveness: a study on school and teacher effectiveness in physical education. British Educational Research Journal, 34(6), 807-38.

Lawrence-Brown, D. (2004). Differentiated instruction: inclusive strategies for standards-based learning that benefit the whole class. American Secondary Education, 32(3), 34-64.

Nurturing Ethical Diverse Workplace Building Trust Workplace for assignment read required readings ethics module, including 2010 Deloitte LLP Ethics & Workplace Survey ( http://www.

Workplace Diversity Ethics

The productivity and ethics within the workplace environment are significantly influenced by leadership transparency. This issue has been revealed by studies on human resources in several companies. There are several types of leadership, like autocratic, democratic, transformational, transactional laissez-faire leadership and others. Each of these leadership styles has its advantages and disadvantages, and each of them can be successfully used in a certain type of organization. But transparent leadership is much more than a leadership style.

Transparency in leadership does not limit to the transparency of communication. Transparent leaders have been observed to focus on the facts, in comparison with finding someone to put the blame on. This means that these leaders are interesting in understanding the reasons that determine certain situations in…

Reference list:

1. Henry, M. (2012). Transparency and Leadership. Lead Change Group. Retrieved March 13, 2013 from  http://leadchangegroup.com/transparency-and-leadership/ .

2. Pearce, C. et al. (2009). Is Shared Leadership the Key to Team Success. Organizational Dynamics. Retrieved march 13, 2013 from  http://cte.rockhurst.edu/s/945/images/editor_documents/PEARCE%20MANZ%20SIMS%20%20%20Shared%20Ledership.pdf .

.....workforce has undergone significant changes in the last six decades or so. Today, the age structure of the workforce differs significantly from that of the previous century. Owing to rapid population growth, the proportion of the younger workforce has significantly outpaced that of the older workforce. In particular, the proportion of the population aged 19 years and below has grown more rapidly than the proportion aged 20 years and above (Wilson, 1996). These changes have impacted the workforce today in one way or another. According to Wilson (1996), an increase in the proportion of the younger generation has partly contributed to an increase in unemployment amongst the older generation. Looking at today's workplace, one sees a greater number of younger workers and a smaller number of older workers. Majority of the jobs have been taken by the younger generation. From a rather positive note, however, there has been a greater…

E-Learning on the 21st Century Workforce

E-learning refers to learning experiences enabled and delivered by electronic technology, specifically into the workplace and aimed at increasing workers' knowledge and skills (Pantazis 2001).This increase in knowledge and skills upgrade are intended to make workers more productive, help them secure and then keep high-quality jobs, move up in their careers, and contribute to the success of their organizations and the well-being of their families and communities. It is envisioned to revolutionize learning from a traditional institution to an individual concept, replace tedious clock-based work measures and attendance with quality performance and outcome measures and provide customized learning solutions to generic or generalized responses to problems. This kind of learning in the workplace is something that America should now contend with and pursue. An organization's successful e-learning future, in turn, depends partly on the efficiency of the learning effort itself, i.e., how well it…

BIBLIOGRAPHY

1. Business Editors. (2002). U.S. Government Selects NETg for Four-Year Contract to Provide Learning Materials to 1.8 Million Federal Employees. Business Wire.  http://www.findarticles.com/p/articles/mi_mOEIN/is_2002_Sept_17/ai_92809272 

2. Clinton, Bill. (2000). Ensuing a Strong 21st Century Federal Workforce by Providing Training Technology Opportunities for Federal Government Employees. Office of Science and Technology Policy. http://www.astp.gov/html/00105_3.html

3. Henson, Row. (2002). HR in the 21st Century: Changes and Opportunities. IHRM Journal. International Association for Human Resource Information Management. http://www.osweo.edu/~friedman/2/century.pdf

4. Levy, Jonathan. (2004). The Knowledge Warriors. T-D. American Society for Training and Development.  http://www.findarticles.com/p/articles/mimOMNT/is_2_58/ai_n6121327

prosperous and educated country in the world, the United States still faces the problem of illiteracy as millions of workers are at least functionally illiterate, meaning they may be able to read enough to get through life but not enough to participate fully. Illiteracy is an expensive proposition, costing American business something in the order of $60 billion a year in lost productivity ("America's $60 Billion Problem," 2001, 51). The U.S. Department of Labor estimate is even higher, suggesting that illiteracy costs American businesses "about $225 billion a year in lost productivity" ("Illiteracy at work: Top executives are reluctant to admit that some of their workers have trouble reading this sentence," 1996, 14). A more educated workforce is better able to take advantage of training opportunities, opportunities for advancement, and otherwise fulfill the needs of American business. There are a number of reasons why illiteracy on this level persists, from…

References

America's $60 Billion Problem" (2001, May). Training 38(5), 51.

Bernstein, A. (2002, February 25). "The Time Bomb in the Workforce: Illiteracy." Business Week (3771), 122.

Fagiano, D. (1991, September). "Why literacy is our problem." Management Review 80(9), 4.

Illiteracy and low literacy in the United States" (1996, May/June). Journal of Visual Impairment & Blindness 90(3), 286-287.

Policing in Diverse Community

The following will be a response to an article written by Mark. A Prosser called "Policing in a Diverse Community."

Back in the 1999s, Storm Lake Community leaders realized the change in the community and that it would keep changing. The immediate challenges they had to confront were language unfamiliarity, absorption of new cultures, and requirements of the community services from the whole development. Considering these challenges and keeping in mind the successive community studies, service providers started changing the service providing strategies in order to effectively adjust with multiethnic and multilingual customers. In transforming the community, the Storm Lake Police Department played a pivotal role, which is still going on even today (Prosser, 2007). To share the experience of arranging and applying effective programming feedback to fulfill the various community requirements, the department has approached different cities in Iowa and the Upper Midwest. Same demographical…

References

(n.d.). Home. Positive Action. Retrieved January 9, 2015, from  http://www.essex.police.uk/about/equality__diversity/positive_action.aspx 

Prosser, M. (2007, January 1). Policing a Diverse Community. The Police Chief, 74(1)

career in H

One major human resources issue at hand is the generational gap between workers, in particular with respect to generational frictions. Today's workforce is demographically diverse. Because of our aging population, many baby boomers are staying in the workforce longer than before, there are Gen X and Gen Y and now the millennial generation is entering the workforce. Yet, there are substantial differences between these generations, and those differences create certain frictions. Generation X workers are the most experienced, and the oldest, yet they are also the least likely to have mastery of modern technology; millennials are the opposite. aised with technology - the youngest ones have never experienced a world without the Internet -- they are adept with modern technology, but lack meaningful real world experience. The value systems of these respective generations are also quite different -- the younger the worker is the less likely the…

Reference: Hershey, PA.

Legas, M. & Sims, C. (2011). Leveraging generational diversity in today's workplace. Online Journal for Workforce Education and Development. Vol. 5 (3) 1-9.

McGuire, D., By, R. & Hutchings, K. (2007). Towards a model of human resource solutions for achieving intergenerational interaction in organisations. Journal of European Industrial Training. Vol 31 (8) 592-606.

Stroul, N. (1998). . Managing the conflict: Gen-Xers and their boomer managers. Human Resources Professional. May/June 1998, p.28-32.

Sudheimer, E. (2009). Stories appreciating both sides of the generation gap: Baby boomer and Generation X nurses working together. Nursing Forum. Vol. 44 (1) 57-63.

Healthcare Case Study Schuylkill County, PA

County Overview - Schuylkill County, Pennsylvania is located in the heart of the anthracite Coal region of Pennsylvania where the Schuylkill iver originates. Pottsville is the county seat, and the county showed a population of just under 150,000 as of 2010 with a density of 190 persons per square mile. The total area of the county is 782 square miles, almost all land, less than 1/2 a per cent water. The county's history, likely due to large coal deposits, focused on the railroad and industrialization (Schuylkill Chamber of Commerce, 2011).

The county experienced the high point of its population during the 1920s and 1930s, and has been losing people ever since, most between 1950 and 1970, with about a 1-2% population loss since the turn of the century. This is likely due to the lack of appropriate jobs and opportunities within the county. Schuylkill…

REFERENCES

County Health Statistics - Healthcare 2010. (2009, March). Retrieved from Pennsylvania Department of Health: http://www.portal.state.pa.us/portal/server.pt-in_hi_groupoperator_1=or&in_hi_req_objtype=18&in_hi_req_objtype=17&in_hi_req_objtype=512&in_hi_req_objtype=514&in_hi_req_objtype=43&in_hi_req_objtype=1&in_hi_req_apps=7&in_hi_req_page=10&in_ra_topoperator=or&

Comprehensive Plan. (2010, March). Retrieved from City of Pottsville, PA:  http://www.city.pottsville.pa.us/html/cp1.htm 

Election Statistics. (2010, June). Retrieved from Pennsylvania Department of State:  http://www.dos.state.pa.us/portal/server.pt/community/running_for_office/12704 

Schuylkill County. (2010, June). Retrieved from Sperling's Best Places USA:  http://www.bestplaces.net/economy/county/pennsylvania/schuylkill

ecruiting Methods on Cultural Diversity

The Effects of ecruiting Methods on Cultural Diversity

Maintaining cultural diversity in an organization can lead to innovation and an increased competitive advantage in the marketplace. In the past, the term cultural diversity referred to differences in race or religion. Now, the term cultural diversity means much more than that. As the uniqueness of each individual is recognized, the term cultural diversity has grown to encompass many factors about a person and their background. Cultural diversity is no longer delineated by major lines of color and national origin. This research will explore the effects of human resources on cultural diversity within an organization.

Cultural Diversity and the Workforce

acial diversity issues have increased in importance since the Civil ights Movement of 1964. It was recognized that white, Caucasian, males still constituted the majority in the workforce. Until that time, the select group was treated as…

References

Avery, D.R. & McKay, P.F. (2006). Target practice. An organizational impression management approach to attracting minority and female job applicants. Personal Psychology.

Chrobot-Mason, D. & Leslie, J.B. (2003). The role of multicultural competence and emotional intelligence in managing diversity. 32 (3): 269-263.

Cox, T. (1993). Cultural diversity in organizations: Theory, research and practice. San Francisco,

CA: Berrett-Koehle Publishers, Inc.

(Building and Maintaining a Diverse Workforce)

Agencies are required to develop a good understanding of their individual strengths and weaknesses so as to plan their programs to their best advantage. An agency acquires this information by evaluating the views of the employees on diversity issues. Analysis of the trends and projections of the workforce in determination of the skills gaps and necessitates and devising successive planning strategies are crucial moves for agency strategic and business planning. Such efforts facilitate the managers with the required facts so as to be aware of the assignment of resources and the making the necessary planning for the future work of the organization and the points of concentration of their energy to produce a high performance organization. (Building and Maintaining a Diverse Workforce)

The successful managers understand the necessary skills for producing a successful diverse workforce. Firstly they should be aware of the discrimination and…

References

Building and Maintaining a Diverse Workforce" (25 June 2000) Retrieved at  http://www.opm.gov/Diversity/diversity-3.htm . Accessed on 15 January, 2005

Creating a Diverse Workforce" Retrieved from Retrieved at  http://www.businessweek.com/adsections/diversity/diversework.htm . Accessed on 15 January, 2005

Recruiting and Managing a Diverse Workforce" Retrieved at  http://www.vault.com/nr/newsmain.jsp?nr_page=3&ch_id=402&article_id=19018&cat_id=1102Accessed  on 15 January, 2005

Green, Kelli A; L. pez, Mayra; Wysocki, Allen; Kepner, Karl. "Diversity in the Workplace: Benefits, Challenges, and the Required Managerial Tools" University of Florida Cooperative Extension Service Institute of Food and Agricultural Sciences. Retrieved at http://www.minoritygraduate.com/feature27.asp. Accessed on 15 January, 2005

international business expansion process.

International recruitment and selection brings a number of challenges for business organizations. They not only face difficulties in hiring the desired skillful staff from the host country, but may also have to deal with severe financial and cultural diversity issues. Through this research study, an effort has been made to highlight the major challenges and issues which make the international recruitment and selection process more complex and challenging for multinational organization.

The research report starts with an ample introduction to the esearch question and proceeds by highlighting the core objectives of the research study. The research question clearly states the major objective of this research study in a quite precise and succinct manner. The most important section of the research report is Literature review which has been written after a comprehensive research from a number of academic and industry journal articles and books; most of which…

REFERENCES

Ashamalla, M.H. 1998, International Human Resource Management Practices: the Challenge of Expatriation. CR, 8 (2): 54-63.

Andeason, A.W. 2003, Expatriate Adjustment to Foreign Assignments. The International 6 tyJournal of Commerce and Management, 13 (1): 42-60.

Andersen, T.M., & Svarer, M. 2006, Flexicurity -- the Danish Labor Market Model. Available from [Accessed July 26th, 2012]

Baudler, C.R. 2011, Employee Engagement: Through Effective Performance Management by Edward M. Mone and Manuel London, Personnel Psychology, 64 (3): 813 -- 816.

New Haven Firefighters Affirmative Action Case

Employers frequently utilize tests and other choice methods in order to screen candidates for hire and workers for promotion. There are a lot of different kinds of tests and selection procedures, including cognitive tests, personality tests, medical examinations, credit checks, and criminal background checks. The utilization of tests and other selection measures can be a very successful way of determining which candidates or workers are most qualified for a particular job. On the other hand, the use of these apparatus can infringe on the federal anti-discrimination laws if an employer deliberately uses them to discriminate based on race, color, sex, national origin, religion, disability, or age. The utilization of tests and other selection measures can also violate the federal anti-discrimination laws if they unduly eliminate people in a particular group by race, sex, or another covered basis, unless the employer can give good reason…

References

Biddle, Daniel A. (n.d.). Hiring the Most Qualified Firefighters While Avoiding (and Defending)

Lawsuits. Retrieved from  http://fpsi.com/pdfs/Hiring-the-Most-Qualified-Firefighters -

While-Avoiding-and-Defending-Lawsuits.pdf

Disparate Impact in Promotional Testing. (n.d.). Retrieved from http://www.thompsonandbishop.com/disparate-impact-in-promotional-testing/

g. In U.K.), organizations are tempted to use positive discrimination for corresponding to contemporary requirements. This implies hiring disadvantaged applicants regardless of their professional competency. For instance, last year, UK's Gloucestershire Police and Avon and Somerset police confessed to have rejected white men for hiring women and ethnic minorities in order to meet Government requirements (http://www.workplacelaw.net/display.php?resource_id=8292&keywords).This is an extremely negative phenomenon as it succeeds in increasing the gap among different groups. Therefore, when encouraging such a strategy, authorities should pinpoint the rationale behind it and should organize conferences and workshops debating this issue.

ibliography

Piturro, Marlene. 2007. Recruiting and Managing a Diverse Workforce. http://www.vault.com/nr/newsmain.jsp?nr_page=3&ch_id=402&article_id=19018&listelement=3&cat_id=1102 (Accessed March 8, 2007).

Price Eboni, Gozu Aysegul, Kern David, Powe Neil, Wand Gary, Golden Sherita, and Cooper Lisa. 2005. The Role of Cultural Diversity Climate in Recruitment, Promotion, and Retention of Faculty in Academic Medicine. http://www.pubmedcentral.nih.gov/articlerender.fcgi?artid=1490155#N0x914e898.0x9306d20 (Accessed March 8, 2007).

usinesses doubt the benefits of…

Bibliography

Piturro, Marlene. 2007. Recruiting and Managing a Diverse Workforce.  http://www.vault.com/nr/newsmain.jsp?nr_page=3&ch_id=402&article_id=19018&listelement=3&cat_id=1102  (Accessed March 8, 2007).

Price Eboni, Gozu Aysegul, Kern David, Powe Neil, Wand Gary, Golden Sherita, and Cooper Lisa. 2005. The Role of Cultural Diversity Climate in Recruitment, Promotion, and Retention of Faculty in Academic Medicine.  http://www.pubmedcentral.nih.gov/articlerender.fcgi?artid=1490155#N0x914e898.0x9306d20  (Accessed March 8, 2007).

Businesses doubt the benefits of an ethnically diverse workforce. 2007.  http://www.workplacelaw.net/display.php?resource_id=8292&keywords  (Accessed March 8, 2007).

Cendant embraces diversity as a corporate way of life: Company aims to achieve a workforce that reflects its customers and markets. 2003. Human Resource Management International Digest 11: 12-15.

And more women and people with disabilities will be on the job." (Cited on "Building and Maintaining a Diverse and High Quality orkforce," 2000, Diversity Guide Homepage)

Cons

The difficulties of creating a diverse workforce in proportion to the larger population should not be underestimated, however necessary a more representational workforce may be. First there is the question of what 'America' is the workplace mirroring -- that of the regional population, if it is a small company, or that of the international community that a multibillion dollar enterprise strives to serve? Proportional representation must be judged in relation to the type of company, its outreach, and the pool of available competent workers.

Secondly, a highly diverse environment may undercut the benefits of a cohesive organizational culture, if steps are not taken to continue to create a sense of common purpose. Thirdly, too strictly relying upon proportionality can result in hiring…

Works Cited

Michael Boyd. (2006) "Achieving Diversity in the Workforce." CIO Magazine. Retrieved 12 Aug 2006 at  http://www2.cio.com/analyst/report310.html 

Building and Maintaining a Diverse and High Quality Workforce." (25 Jun 2000) Diversity Guide Homepage. Retrieved 12 Aug 2006 at  http://www.opm.gov/Diversity/diversity-2.htm#sec2-1 

Melissa Lauber. (1998) "Studies show Diversity in the Workplace is Profitable." Retrieved 12 Aug 2006 at  http://www.villagelife.org/news/archives/diversity.html 

Wentling, R.M. & N. Palma-Rivas. "Current Status and Future Trends of Diversity Initiatives in the Workplace: Diversity Experts' Perspectives." MDS-1082 Study. Retrieved 12 Aug 2006 at http://vocserve.berkeley.edu/Summaries/1082sum.html

Managing Diversity

Workplace diversity can significantly improve a company's working environment in several ways. The first advantage is that it will enable employers to tap into the knowledge, talents, and experiences of individuals from a variety of backgrounds. This can in turn lead towards improving a company's products and services. The second advantage is that diversity can lead to improved rates of employee retention; according to a national survey conducted by Linkage, Inc. And Diversity Best Practices, ninety percent of the employers surveyed believed that diversity helped their companies to retain employees (Goodison, 2003).

The third advantage is that will foster more inclusive working relationships among coworkers, especially among those engaged in teamwork initiatives. This will come about as employees begin to appreciate learning about the many experiences and lifestyles of people from different backgrounds. A fourth advantage is that a company that values workplace diversity will be more likely…

References

"By the numbers- diversity training" (May 2003). Retrieved April 22, 2005 from T+D at  http://www.findarticles.com/p/articles/mi_m3495/is_12_45/ai_68216362 

Goodison, D. (April 2003). "Workplace diversity job fair; bosses link success to diversity." Retrieved April 22, 2005 from Boston Herald at  http://www.findarticles.com/p/articles/mi_qn4154/is_200304/ai_n12353822 

Leonard, B. (April 2001). "Diverse workforce tends to attract more female and minority job applicants." Retrieved April 22, 2005 from HR Magazine at  http://www.findarticles.com/p/articles/mi_m3495/is_4_46/ai_73848272 

Van Eron, A. (Aug. 1995). "Ways to assess diversity success- on a diverse organizational culture" Retrieved April 22, 2005 from HR Magazine at  http://www.findarticles.com/p/articles/mi_m3495/is_n8_v40/ai_17351055

VA H

The purpose of this report is to accurately describe the systems and procedures at the Veterans Administration (VA). This report will fully analyze the history of legislation and court decisions that have implications to the agency's personnel management. Additionally this report will examine the major components of the agency's human resource system's goals and practices regarding hiring and recruitment practices. Finally the report will list recommendations that can improve the agency's success of recruiting and training a diversified workforce.

Laws Affecting the Agency

It is first important to examine the history of the VA itself before examining the more specific human resources department section of the Veterans Administration. According to the VA's website, the formation of this agency in the federal government has demonstrated the political views of this government towards the soldiers who fight the wars for this country. As a result of this relationship, laws, rules…

References

The Department of Veterans Affairs Human Resource Strategic Plan 2005-2010. Retrieved from  http://www.va.gov/ofcadmin/docs/HRA_Strategic_Plan.pdf 

US Department of Veterans Affairs. " History of the VA." Viewed 12 May 2013. Retrieved from  http://www.va.gov/about_va/vahistory.asp 

US Department of Veterans Affairs. "Diversity and Inclusion Annual Report FY 2012. " Retrieved from  http://www.diversity.va.gov/products/files/diar.pdf 

US Department of Veterans Affairs. VA History. Retrieved from  http://www.va.gov/opa/publications/archives/docs/history_in_brief.pdf

Workforce and Labor:

One of the emerging trends in the 21st Century that has had tremendous impacts on organizational behavior is the changing workforce. Workforce diversity has become an essential and major aspect of business concern in today's information or digital age. Actually, the face of modern workforce is changing at it is increasingly global, digital, and female. Consequently, sustaining competitive advantage in the modern business world requires attracting and retaining the best talent and creating a new work order based on the changing nature of the workforce. In addition to these changes, the other major aspect in the current organizational behavior is emotional labour, which has become an issue for workers in the fast-paced service industries.

The Changing Workforce:

As previously mentioned, the face of today's workforce is changing as it is increasingly becoming digital, female, and global. Organizations are continually faced with the need to create a new…

Bibliography:

Herman, Roger E. "The Workforce is Changing the Way We Do Business." Retention

Connection, accessed May 10, 2014, http://www.retentionconnection.com/retention_article_workforce_changing.html

James Cook University. Emotional Labour: The Human Resource Issues. accessed May 10,

2014.  http://www.jcu.edu.au/business/public/groups/everyone/documents/learning_object/jcuprd1_073074.pdf

Training

Knowledge, Skill and attitude:

The objectives of training include enhancement of knowledge, skills and attitude. Knowledge is the body of facts and principles accumulated my mankind in course of time. It is a complex of several related ideas. According to a working definition, knowledge is the matrix of impressions within which the individual situates newly acquired information (Clarke, 2001). From a business perspective, knowledge supports people to analyze situations, make judgments and take decisions, in the process telling what is to done, why, how, where, when and who should perform the actions towards achieving organizational goals. Skill is the ability to transform knowledge into action; it refers to the ability of people to use knowledge effectively and readily to perform desired actions and specific tasks. Skill is also defined as the ability to do something well from talent, training or practice.

The essential difference is that knowledge is to…

References

Bertram, S and Gibson, B - Training Needs Analysis, II Edition, Aldershot: Gower, 1997

Clarke, R - 'Knowledge', 2001, retrieved from www.anu.edu/au/people/Roger.Clarke/SOS/Know.html. Accessed on 03/04/2004

Hamel, G and Prahalad, C.K - 'Competing for the Future: Breakthrough Strategies for Seizing Control of your Industry and Creating the Markets of Tomorrow, Boston: Harvard Business School Press, 1994

Lassey, P - 'Developing a Learning Organization', Kogan Page: London, 1998

Diversity Health Care

OBSERVATION OF DIVERSITY IN THE WORKPLACE:

Does the healthcare workforce reflect the faces of the community they serve?

The health care workforce is now beginning to reflect the faces of the communities in which they serve. Natural demographic changes in the United States make it necessary for the communities to reflect the changes in the underlying demographics. Hispanics are now the fastest growing population within the United States with nearly 37% of these individuals under the age of 18. The communities, in which the healthcare workforce interacts with, will undoubtedly change to reflect this demographic. Asian-Americans and African-American are also growing at a rapid interval. However, the changes have occurred in upper level management which reflects the changes in demographic composition. In addition, many of the lower level positions reflect the changes occurring in the broad macro level environment.

Is there diversity in the management team?

There…

4. Conclusions

ABC Aviation has managed to capture the attention of international organizations and NATO members due to the high quality of their helicopters. However, to be able to complete the signed contract, the organization must first resolve their internal disputes and must implement a strong organizational culture which embraces and promotes cultural diversity.

eference List

Aghazadeh, S. (2004). Managing workforce diversity as an essential resource for improving organizational performance. International Journal of Productivity and Performance Management, 53, 521-531.

Ayoko, O.B. (2007). Communication openness, conflict events and reactions to conflict in culturally diverse workgroups. Cross Cultural Management: An International Journal, 14, 105-124.

Chuang, Y.T., Church, ., & Zikic, J. (2004). Organizational culture, group diversity and intra-group conflict. Team Performance Management, 10, 26-34. etrieved February 28, 2008, from Emerald database.

Elmuti, D. (2001). Preliminary analysis of the relationship between cultural diversity and technology in corporate America. Equal Opportunities International, 20, 1-16.…

Reference List

Aghazadeh, S. (2004). Managing workforce diversity as an essential resource for improving organizational performance. International Journal of Productivity and Performance Management, 53, 521-531.

Ayoko, O.B. (2007). Communication openness, conflict events and reactions to conflict in culturally diverse workgroups. Cross Cultural Management: An International Journal, 14, 105-124.

Chuang, Y.T., Church, R., & Zikic, J. (2004). Organizational culture, group diversity and intra-group conflict. Team Performance Management, 10, 26-34. Retrieved February 28, 2008, from Emerald database.

Elmuti, D. (2001). Preliminary analysis of the relationship between cultural diversity and technology in corporate America. Equal Opportunities International, 20, 1-16. Retrieved February 28, 2008, from Emerald database.

What is most striking about initiating a diversity program is the radically different perception of time across cultures, which often drives differences in expectations and accountability as well Kouzes, J & Posner, B (2003).

Hiring a diverse workforce actually strengthens organizations by making them more adept at understanding both problems and opportunities from varying perspectives. Having a heterogeneous approach to problem solving by having a diverse workforce can actually strengthen an organization. There is also the added benefit of having experts from educational institutions and companies that may have developed entirely different skill sets the employees have as well. Diverse workplaces truly do make organizations more adept at dealing with change and responding with creative solutions to challenges and problems.

eferences

uth Davidhizar, Joyce Newman Giger. (2000). Cultural competency matters. Leadership in Health Services, 13(4), Viii. etrieved January 11, 2008, from ABI/INFOM Global database. (Document ID: 116355093).

Kouzes, J &…

References

Ruth Davidhizar, Joyce Newman Giger. (2000). Cultural competency matters. Leadership in Health Services, 13(4), Viii. Retrieved January 11, 2008, from ABI/INFORM Global database. (Document ID: 116355093).

Kouzes, J & Posner, B (2003). The Leadership Challenge. Jossey-Bass; 3rd edition. New York, NY. August 7, 2003; pp. 35-91; Chapters 3 & 4

Motivating Middle East

Motivating Diversity in the Middle East Workforce

Motivation is a complex force, and there are a multitude of theories as to how it is best achieved. One useful and highly practical framework developed by David McLellan identifies three needs as factors in motivation that are present in varying degrees for different individuals: the need for affiliation which is a need for interpersonal connectivity and warmth; the need for achievement, which can be seen as a need for recognition or to develop more efficient or effective processes; and the need for power, which is a need to control and influence others (Source Year). Effective motivational strategies and methods will appeal to all three of these needs to some degree, such that all individuals are motivated to take on the desired changes regardless of their personal proclivities and needs in these areas.

It is not only individual differences that…

References

Kuran, T. (2004). Why the Middle East is Economically Underdeveloped: Historical Mechanisms of Institutional Stagnation. The Journal of Economic Perspectives 18(3): 71-90.

Pollit, D. (2006). Barclays bank on Africa. Human Resource Management 14(3): 16-9.

Soltani, E., Scullion, H. & Collings, D. (2010). Workforce diversity in Iran. In Managing cultural diversity in Asia, Ozbilgin & Seyd, eds. Northampton, MA: Edward Elgar.

Organizational Behavior

Non-monetary incentives such as employee recognition, advancement, and awards, can help relieve workplace stress. Employees and supervisors both benefit from increased motivation. For the employee, incentives mean improved job satisfaction and performance. Moreover, non-monetary rewards may contribute more to feelings of self-confidence. Peer recognition and internal motivating factors are perceived differently from financial rewards. If productivity and a positive attitude permeate the workplace then all types of stress would be diminished. The employee fears less for the loss of his or her job; feels more integral to the organization as a whole and also feels more motivated to perform at optimal levels out of a sense of joy and pride rather than pressure. On the other hand, if the employer places undue pressure on employees to perform for non-monetary incentives then the reverse effect could be created. Therefore, the employer must carefully design a non-monetary reward program in…

Hershey's Sweet Mission case study - A

Harshey's Sweet Mission case study

Harshey company case study

Hershey Company is one of the leading North American companies that specialize in manufacturing quality chocolates, chocolate related grocery and other non-chocolate products such as mint and gum. As a company with a humble beginning back in the year 1894, it has continued to manufacture chocolates and other products that were once perceived to be only for the wealthy making them affordable. Over the years in operation, the company has continued to unveil new products having embraced different technologies to keep pace with the demand and competition and more so to satisfy consumer tastes and preferences.

The company survived the hard times during recession, stayed profitable and retained its workforce. As they continued to unveil more products and incorporated innovative ideas, it has grown globally thereby diversifying into other food products, expanded its confectionary…

References

Hershey's, (n.d). Hershey's Story. Retrieved October 21, 2012 from https://www.thehersheycompany.com/about-hershey/our-story/hersheys-history.aspx

Hershey's, (n.d). Our Values. Retrieved October 21, 2012 from  http://www.thehersheycompany.com/social-responsibility/our-values.aspx

, 2010). It is perfectly conceivable that this nurse leader would welcome more collaborative or shared leadership responsibilities, particularly since the setting for empirical clinical research on this very issue was, in fact, an ICU (osengren, Bondas, Nordholm, et al., 2010).

Finally, it appears from this interview subject's input into this project that she is a competent and effective nursing leader, largely by virtue of her description of her supervisory and administrative style and inclination. However, her input lacked any substantial data on the basis of which a reviewer could evaluate her effectiveness as a clinical leader more specifically. Those particular skill sets may occur in combination but they undoubtedly also occur individually within different leaders (Stanley & Sherratt, 2010). A review of historical literature (such as in connection with Florence Nightingale) clearly demonstrates that good nursing leaders may or may not necessarily also be equally good clinical leaders (Stanley…

References

Armstrong, P.W. "A time for transformative leadership in academic health sciences."

Clinical & Investigative Medicine, 30(3); 2007: E127-132.

Davidson, S.J. "Complex responsive processes: a new lens for leadership in twenty-first-

century health care." Nursing Forum, 45(2); 2010: 108-117.

For example, customers and brokers have self-service capabilities for mortgage applications and brokers get assistance with application evaluation and pricing.

Last, but not least, the redesign of processes requires restructuring the organization. This is more than substituting technology for people; it's about evolving into an adaptive learning organization by building the organization around the restructured information and value chain.

This involves an interwoven organization consisting of the front office to take care of customers, the back room to handle internal processes and a group to take care of partnerships. Sharing information among the groups is essential for the organization to function properly. As part of the restructuring the company will also need new management skills such as the ability to understand the impact of new technologies, strategies and channels on customer behavior.

Technology experts can no longer be isolated in a separate it group; they must be distributed throughout the…

Bibliography

Karmarkar, Uday. (2004, August 9). Boot Camp for Service Operations. Harvard Business School. Retrieved June 19, 2005, at  http://hbswk.hbs.edu/item.jhtml?id=4308&t=operations

fall into the "reasonable accommodation" category of less than $500 would be things like modifying work schedules, reassigning workers to different tasks or departments, restructuring jobs, making facilities accessible, and providing interpreters or readers.

It is very important that Muslims have protection because employers are not allowed to discriminate against any religion. Whether the employer agrees with or likes the religion does not matter. That employer must not discriminate against the employee because he or she chooses to practice a particular religion.

The organization and other employees are negatively affected because it hurts their morale. They see that the company does not value all employees, and that some who work for them are considered "better" than others based on criteria they are not able to control. This sends the wrong message.

In other countries, laws are not as much of a concern for HRM. However, with employment becoming much more…

Managing Diversity Matters

A Study on QANTAS

Women Representation at QANTAS

QANTAS' Focus on Diverse Needs of Customers

QANTAS Ideology Regarding Recruitment of Youth

Challenges Faced y QANTAS

In today's challenging global scenario where competition is rising every day, it is necessary for Multinational organizations to address the basic need of today's business world: diversity. Customers, employees, strategic alliances, competitors, industry norms etc.; they are all subject to changes every day. This is the reason why organizations must need to show adaptability to the change and address the diverse needs of all these stakeholders. Furthermore, while discussing MNCs, it is noticeable that one of the industries (with highest degree of diversity in its operations) is the aviation industry. Australia is one of the most culturally diverse in the world, according to a 2009 study by L. Leveson in the International Journal of Manpower. The study explored current attitudes to diversity…

Bibliography

Arthur, J.B 1994, 'Effects of Human Resource Systems on Manufacturing Performance and Turnover', Academy of Management Journal, vol. 37, no. 3, pp. 670-687.

Australian Human Rights Commission. 2008, The Right to a Discrimination-Free Workplace, Legal Section, Human Rights and Equal Opportunity Commission

Beer, M., Spector, B., Lawrence, P., Mills, D.Q. And Walton, R 1985, Human Resource Management: A General Managers Perspective, New York: Free Press

Berman, E., West, J. And Wang, X 1999, 'Using Performance Measurement in Human Resource Management', Review of Public Personnel Administration, vol. 29, no. 2, pp. 5-17.

Ethical esponse to Diversity

The rapid growth of business sectors has posed various challenges like workforce diversity: a natural phenomenon with both positive and negative impacts on employee performance depending on how effective it is managed. This has affected both for-profit and non-profit sectors. In this context, this paper will investigate the impacts of workforce diversity on employee performance. The paper will use descriptive research design. This study will reveal that companies have strategies like support to minority groups, balanced recruitment and training, equal employment opportunities and diversity training. Besides employee's performance ability and level of education, no other workforce diversity variable can determine an employee's compensation. This paper has found that workforce diversity affects employee performance at varying levels considering both non-managerial and managerial employees of companies. It shows a significant degree of relationship between productivity levels and employee performance when the workforce is categorized by level of education,…

References

Boyle, P.J. & Ellingson, S.J. (2011). Organizational Ethics in Health Care: Principles, Cases, and Practical Solutions. New York: John Wiley & Sons.

Cornelius, N. (2011). Human resource management: A managerial perspective. London [u.a.: Internat. Thomson Business.

Davila, G.A.M., & Crowther, D. (2011). Human dignity and managerial responsibility: Diversity, rights, and sustainability. Farnham: Gower.

Knapp, J.C. (2007). Leaders on ethics: Real-world perspectives on today's business challenges. Westport, Conn: Praeger.

Organization Behavior

Competitive Advantage through Human esource Management Practices

Human esource Management Practices

Competitive Advantage through Human esource Management Practices

HUMAN ESOUCE Management

Human esource Management involves all those activities which are related to the management of workforce or employees of an organization. It is also one of the core functions which managers perform at the workplace. Human esource Management entails activities like recruitment and selection, training and development, performance assessment, compensation, leadership, and motivation at large (Chadwick & Dabu 2009). Basically, Human esource Management focuses on recruitment, management, guidance, and motivation of employees in an organization. In the past, HM was just restricted to two core functions: employee management and motivation. Now, it has emerged as one of the biggest strategic issues in the business world (Kandula 2007).

With the passage of time, the scope and functions of Human esource Management have also increased. Now, it also involves employee…

REFERENCES

Armstrong, M. 2007, A handbook of Human Resource Management Practice, 10th Edition. London: Kogan Page

Baudler, C.R. 2011, Employee Engagement: Through Effective Performance Management by Edward M. Mone and Manuel London, Personnel Psychology, 64 (3): 813-816.

Birdi, K., Clegg, C., Patterson, M., Robinson, A., Stride, C.B., Wall, T.D., & Wood, S.J. 2008, The Impact of Human Resource and Operational Management Practices on Company Productivity: A Longitudinal Study, Personnel Psychology, 61 (1): 467-501.

Browning, V., Edgar, F., Gray, B., & Garrett, T. 2009, Realizing Competitive Advantage through HRM in New Zealand Service Industries, The Service Industries Journal, 29 (6): 741-760.

Managing Diversity in the Workplace

The modern business environment is marked by numerous 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 enable them discharge the organizational mission. Sensitivity and training on diversity focuses on changing valid 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.

Problem statement…

References

Albrecht, M.H. (2011). International HRM: Managing diversity in the workplace. Oxford [u.a.: Blackwell.

Cornelius, N. (2012). Building workplace equality: Ethics, diversity and inclusion. London: Thomson Learning.

Dansby, M.R., Stewart, J.B., & Webb, S.C. (2011). Managing diversity in the military: Research perspectives from the Defense Equal Opportunity Management Institute. New Brunswick, NJ: Transaction Publishers.

Jackson, S.E. (2012). Diversity in the workplace: Human resources initiatives. New York: Guilford Press.

That is very important for the people who are trying to get these kinds of jobs, because they have the chance to find a company that believes in them and that is actually looking for people who are not the same as everyone else. That can make a huge difference not only in whether the person gets hired, but also whether he or she is successful in the position and whether there are realistic opportunities for promotion (Tatli & Ozbilgin, 2009).

The third company type, the multicultural organization, has a number of different kinds of people and groups within it (Harvey, 2012). These companies want people who are diverse, and will deliberately seek them out, hire them, and encourage them. One of the reasons behind this is because people who own and manage these types of companies know that a more culturally diverse workforce can mean a number of new…

References

Allen, B.J. (1995). Diversity and organizational communication. Journal of Applied Communication Research, 23: 143 -- 155.

Brownell, J. (2003). Developing receiver-centered communication in diverse organizations. Listening Professional, 2(1), 5-25.

Cockburn, C. (1989). Equal opportunities: The short and long agenda. Industrial Relations Journal, 20(3): 213-225.

Eisenberg, E.M., Goodall, H.L., Jr. & Trethewey, a. (2010). Organizational communication (6th ed.). St. Martin's: Bedford.

management of human resources and diversity. The writer explores the growing diverse populations in American workforces and provides researched methods by which to best manage that from a human resource standpoint.

The field of human resource management has always been a field that encouraged diversity. By its very nature the people that have an interest in working in the field generally have the type of personalities that enjoy diverse groups of people and diverse job duties. The globalization of the world has changed the face of society in ways that have never before been experienced. Today, the American workforce is more diverse than in the past and with that diversity comes differences in cultures, beliefs and traditions (Cox, 1991). Human resource management today includes the need to recruit and embrace diverse employees and the need to encourage the positive elements of that diversity while at the same time maintaining individuals'…

References

Matthews, Audrey (1998) Diversity: a principle of human resource management.

Johnson, Nancy Brown (2001) Understanding The Impact Of Human Resource Diversity Practices On Firm Performance [*]. Journal of Managerial Issues

Cox, T. And S. Blake. 1991. "Managing Cultural Diversity: Implications for Organizational Competitiveness." Academy of Management Executive 5: 45-56.

Dass, P. And B. Parker. 1999. "Strategies for Managing Human Resource Diversity: From Resistance to Learning." Academy of Management Executive 13: 68-80.

Diversity in the Workplace

The increase in globalization has resulted in greater levels of interaction of individuals from diverse cultures and beliefs than ever before in the history of the world. As noted in the work of Green, Lopez, Wysocki and Kepner (2002) "People no longer live and work in an insular marketplace; they are now part of a worldwide economy with competition coming from nearly every continent." (p.1) Diversity is defined as "The variety of experiences and perspective which arise from differences in race, culture, religion, mental or physical abilities, heritage, age, gender, sexual orientation, gender identity, and other characteristics." (University of California, San Francisco, 2012, p.1)

Challenges, arriers, and enefits to Workplace Diversity

The Multicultural Advantage website reports that there are specific barriers and challenges to workplace diversity and that these are inclusive of: (1) communication; (2) resistance to change; (3) Implementation of diversity in the workplace policies;…

Bibliography

1. A Diverse Workforce Is Integral to a Strong Economy. Center for American Progress. Retrieved from:  http://www.americanprogress.org/issues/labor/news/2012/07/12/11900/the-top-10-economic-facts-of-diversity-in-the-workplace/ 

2. Andrade, R. And Rivera, A. (2012) Developing a Diversity-Patent Workforce: The UA Libraries' Experience. Journal of Library Administration. 51:7-8, 692-727

3. Best Practices in Achieving Workforce Diversity (2010) U.S. Department of Commerce. Retrieved from:  http://govinfo.library.unt.edu/npr/library/workforce-diversity.pdf 

4. DuPont, K. (1999) Handling Diversity in the Workplace; Communication is the Key. American Media, Inc. Retrieved from:  http://www.ars.usda.gov/SP2UserFiles/ad_hoc/54400000NewEmployeeResources/Handling%20Diversity%20in%20the%20Workplace.pdf

Human esources

Diversity in Organizations

Workforce diversity recognizes the truth that people differ in many ways, noticeable or unseen, mainly age, gender, marital status, social status, disability, sexual orientation, religion, personality, ethnicity and culture. HM is a set of distinct actions, tasks and procedures that are aimed at drawing in, directing and continuing an organization's human resources. The H function has grown considerably over the past few decades and now covers the whole range of people management processes. There are dissimilar views about the nature of HM and there exists a massive variety of H practices accepted by various organizations. Nonetheless, it is broadly accepted that the key practices of HM include recruitment and selection, training and development, performance management and pay (Shen, Chanda, D'Netto & Monga, 2009). In order for a company to be successful they must have a workforce diversity program in place (Kramar, 2010).

ecruitment and Selection…

References

Klie, S. (2009). Diversity makes employers more attractive to candidates. Canadian HR

Reporter, 22(8), 20-20.

Kramar, R. (2010). What is the Australian model for managing cultural diversity? Personnel

Review, 39(1), 96-96-115.

Organizational Behaviour

Organizational behavior -- globalization and diversity

Diversity is becoming more present within the contemporaneous business climates and it is necessary that economic agents devise and implement the most adequate strategies in responding to the challenges of diversity. Diversity in itself is not only a constant presence, but also a generator of impacts and organizational change. A relevant example in this sense is offered by the fact that diversity forces changes at the level of the leadership styles. Furthermore however, diversity also impacts organizational bottom line and productivity.

In light of the new evolutions at the level of the business climate, numerous changes occur in the previous paradigms. Specifically, one can easily observe shifts in organizational paradigms and to exemplify these, the cases of several Malaysian firms are introduced. Finally, the concept of organizational culture is detailed and emphasis is placed on the strategic strengthening of organizational culture.

Table…

References:

Barak, M.E.M., 2010, Managing diversity: toward a globally inclusive workplace, SAGE

Brooks, M.B., 2009, Diversity is about the bottom line, Major Ben's Consulting,  http://majorben.com/resources/diversity-is-about-the-bottom-line  / last accessed on May 4, 2011

Greenwald, R., 2005, Wal-Mart: the high cost of low price, Documentary

Jaya, P., Pinang, P., Bahru, J., Marketing the key too success in Malaysian business development, Malaysian Institute of Management, http://mgv.mim.edu.my/MMR/8708/870802.Htm last accessed on May 4, 2011

Organization Behavior

Strategic Management of Human esources

This paper acquaints the reader with the Human esource Management at the largest fast food brand in the World -- McDonald's. It describes the core HM practices which are currently in use at the company and discusses them in the light of modern International H Management practices. The paper also contains recommendations on how McDonald's can improve its H practices.

MCDONALDS: INTODUCTION

McDonald's is the World's largest fast food service retailer. Head quartered in Oak Brook, United States; it operates with almost 33,000 fully functioning fast food outlets in 119 countries. It was incorporated as a barbecue restaurant by ichard and Maurice McDonald in 1940. Initially, McDonald's was just offering beef burgers, drinks, and fries. In 1955, McDonald brothers sold it to aymond Albert Kroc who was a franchising agent at that time. ay Kroc took this business to the heights of success…

REFERENCES

Anca, D.C., & Vazquez, A., 2007, Managing Diversity in the Global Organisation. New York: Palgrave: Macmillan

Ashamalla, M., H., 1998, International Human Resource Management Practices: the Challenge of Expatriation. CR, 8 (2): 54-63

Bloom, M., C., & Milkovich, G., T., 1997, Re-thinking international compensation: From expatriate and national cultures to strategic flexibility. NY: Cornell University, School of Industrial and Labor Relations, Center for Advanced Human Resource Studies, pp. 1-2

Chain, P., H., 2000, What Real MNEs are doing in Managing Expatriate Assignments: Trends and Strategies, International Management, IS 6670, pp. 2-4

Companies will need to look at regional and national differences, and draw on the similarities between countries to enhance their competitive advantages (Powell, 2005). It is clear that as company, like WTI grows globally, they will benefit from a multicultural workforce. They must put managerial, educational, and cultural proactiveness in place, which will not only improve their opportunities for greater worldwide competition, but by bringing establishing a multicultural workforce, they also improve the interrelationships between their employees. Employees who do this, learn to communicate and other points-of-view and opinions. By doing this WTI, and other large companies, poise themselves to become successful in the emerging globalize culture of the 21st century.

Using Innovative Human Resource Techniques to Manage Diversity - Human resource management, whether specifically titles or not, has been a part of any organization's management since groups banded together for specific tasks. Ancient armies, projects, and even educational and…

Figure 2 -- Simple life cycle utilizing eHRM for employee (Armstron, 2006; Boudreau).

Thus, this simple figure shows that starting with the potential employee's entry of their resume into the electronic system, how the data begins to manage itself and becomes available to those who need it most. Employees and managers all have access to the data, and the employee can update the resume when new skills are acquired, apply for internal jobs by simply sending a note to the manager, manage their payroll, sick-leave, vacation, and retirement data, and work with their own professionals to plan and execute their career.

For managers, the system focuses on skill management and the ability for individual managers to do skill-based strategic planning and what if scenarios without the need to access hundreds of man-hours of time from another department. The manager can quickly see both who within the organization, and on resumes on file, might have a particular desire or skill set which the company is in need of. For the employee

Compensation Improvement Company ABC

The goal of this review will be to examine the overall objectives of the pay model for ABC corporation, a small manufacturing plant that specializes on developing nanosecond electronic components for select suppliers. As a job analyst my position requires that I evaluate each position in the company and ensure that a compensation structure is developed that is in line with the strategic goals and objectives of the organization which include having the workforce reflect the diversity in the community.

The use of automation and high tech systems has enabled the workforce to remain relatively low, less than 100, and may even substantially reduce the workforce in the upcoming years. The number of employees that must be reduced may be limited if employees are offered alternative forms of compensation rather than pay based incentives, which will decrease the overall financial burden on the company at large.…

Virginia Department of ocial ervice

This is a paper discussing policy in Virginia Department of ocial ervice, deals with diversity, ethics and privacy issues in the work place. It has 10 sources in Turabian style.

Creativity, diversity and innovation define the health and wealth of a nation, a nation is of course not a single unit. It comprises of people of different races, the ideologies, the industries, companies and organizations which are run by intelligent people. In today's globalized world, the word nation has been deconstructed and internationalism is now a new nationalism. The mixing of races, ethnic groups, and nationalities at home and abroad is at a record level. In a world where technology has brought the people of far cultures to a global village, where individuals, organizations and entire countries draw strength and personality from places as near as their local neighborhood and as far away as a…

Sources

VDSS "Virginia Department of Social Service" Official website, 2002 at  http://www.dss.state.va.us/geninfo/privacy.html 

Warner, Mark, 2002, Governor "Executive Order 2 COMMONWEALTH OF VIRGINIA OFFICE OF THE GOVERNOR, Equal Opportunity" available at http://www.governor.state.va.us/Press_Policy/Executive_Orders/html/EO_01.html

Cherrington, David J.; Middleton, Laura Zaugg, 06-01-1995, An introduction to global business issues. . Vol. 40, HR Magazine.

Fox, Jon Michael and Fox, Ronni Lea., 2000. Exploring the Nature of Creativity Dubuque, Iowa: Kendall/Hunt Pub. Co. 192pp