Relevant bibliographies by topics / Diversity in the workplace Australia

Academic literature on the topic 'Diversity in the workplace Australia'

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Published: 10 December 2022
Last updated: 29 January 2023

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Journal articles on the topic "Diversity in the workplace Australia"

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Davis, Paul J., Yuliya Frolova, and William Callahan. "Workplace diversity management in Australia." Equality, Diversity and Inclusion: An International Journal 35, no. 2 (March 14, 2016): 81–98. http://dx.doi.org/10.1108/edi-03-2015-0020.

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Purpose – The purpose of this paper is to identify Australian managers’ attitudes and understandings regarding workforce diversity management (WDM) and the practices and incorporation of WDM in organisations. Design/methodology/approach – Methodology is quantitative. A questionnaire in the form of a self-administered survey instrument was mailed to 650 managers (325 HR managers and 325 other managers) in Sydney, Melbourne and Brisbane. Findings – The research found that workforce diversity is not especially well understood or appreciated; especially by non-HR managers. Organisations appear generally not to prioritise WDM and levels of senior manager engagement with the topic are tentative. Statistical analysis highlighted considerable divergence of opinion across the surveyed group. Research limitations/implications – As an exploratory study, further research is encouraged to better understand cause and effect relationships pertaining to the findings. Practical implications – There are implications for HR managers or those in related roles who might design, implement and promote WDM initiatives. There are implications for consultants, employees and senior managers regarding education, awareness and support of diversity objectives. Originality/value – Addresses a gap in the literature by looking at contemporary attitudes and practices regarding WDM in Australian organisations. Provides the first empirical comparison between HR and other managers on the topic.
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Strachan, Glenda, John Burgess, and Anne Sullivan. "Affirmative action or managing diversity: what is the future of equal opportunity policies in organisations?" Women in Management Review 19, no. 4 (June 1, 2004): 196–204. http://dx.doi.org/10.1108/09649420410541263.

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Equal employment opportunity policies were introduced in Australia in the 1980s in response to women's disadvantaged workforce position. Australia's unique form of affirmative action was underpinned by legislation, and aimed to promote gender equity in the workplace via employer action. Throughout the 1990s there has been a policy shift away from collectivism towards individualism, and away from externally driven social programmes at the workplace towards managerialist driven social programmes. The main process for implementing progressive and inclusive equity programmes at the workplace is through human resource management policies that link employment diversity to organisational objectives (for example, productivity and profitability). Programmes titled “Managing diversity” have been introduced into some organisations, and today there are a variety of approaches towards equity policies in Australian organisations. The article proposes that a distinctive Australian version of managing diversity will develop in some organisations based on the prior national legislative framework.
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Lyall, Ruth. "From diversity to inclusion: Woodside Energy's inclusion and diversity journey." APPEA Journal 60, no. 2 (2020): 473. http://dx.doi.org/10.1071/aj19228.

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Woodside is a leading natural gas producer in Australia, operating 6% of the global supply of liquefied natural gas. Woodside has been on an accelerated inclusion and diversity journey since 2015, with female and Indigenous Australian participation growing each year, and recognition through the Australian Workplace Equality Index as the oil and gas sector’s most LGBTI+-inclusive company in 2019.This paper sets out experiences and learnings from Woodside’s journey so far, including: the way Woodside uses measurable objectives to set expectations and increase accountability; why everyday people decisions matter; the critical role of inclusive, employee-driven networks to support under-represented groups, and also engage the broader workforce.
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Lewis, Dianne, Erica French, and Thipaphone Phetmany. "Cross-Cultural Diversity, Leadership and Workplace Relations in Australia." Asia Pacific Business Review 7, no. 1 (September 2000): 105–24. http://dx.doi.org/10.1080/13602380000000005.

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Syed, Jawad, and Edwina Pio. "Veiled diversity? Workplace experiences of Muslim women in Australia." Asia Pacific Journal of Management 27, no. 1 (October 3, 2009): 115–37. http://dx.doi.org/10.1007/s10490-009-9168-x.

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Alexander, Michael, Roy Green, and Andrew Wilson. "Delegate Structures and Strategic Unionism: Analysis of Factors in Union Resilience." Journal of Industrial Relations 40, no. 4 (December 1998): 663–89. http://dx.doi.org/10.1177/002218569804000409.

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This article examines the pattern of union membership decline in Australia using the 1995 Australian Workplace Industrial Relations Survey data set (AWIRS 95), including the panel of surviving workplaces drawn from the 1990 survey. It confirms recent studies that suggest that the decline is more or less comprehensive, but points to some diversity in the longitudinal findings. In particular, the article tracks the growth of delegate structures in the previous five years in unionised workplaces, employee attitudes to unions, and the much slower rate of derline associated with 'active unionism', While it has been argued, not least by Joe Isaac (1958), that workplace organisation tended to 'atrophy' under compulsory arbitration, there is no automatic process by which it will correspondingly flourish under more decentralised bargaining arrangements. The AWIRS 95 findings suggest that the future of unions will be determined by a range of factors, which include their ability to build and co-ordinate delegate networks and hence the role of the state in providing legislative support for workplace organisation and fair wages. We argue that this, not a return to centralised wage restraint, sbould be the focus of strategic unionism.
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Caffery, Jo. "Matching Linguistic Training with Individual Indigenous Community's Needs." Australian Journal of Indigenous Education 45, no. 2 (April 13, 2016): 191–200. http://dx.doi.org/10.1017/jie.2016.7.

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Australia is rapidly losing its Indigenous multicultural and multilingual identity. This vast continent has lost 90 per cent of its Indigenous languages and cultures, without adequate documentation, and risks losing the rest by 2050 if action is not taken. There are formal, accredited linguistics courses designed specifically for Indigenous Australians to document and maintain their traditional languages. This research assessed the relevance of linguistic training for Indigenous Australians in remote communities and whether it provides the necessary skills for Indigenous Australians to document and maintain their languages in their particular workplace or community. The study found that Indigenous Australians come from a diversity of areas across the vast continent of Australia, live a diversity of lifestyles, have a diversity of linguistic attitudes and have access to different and often limited resources and support to meet their goals of documenting their endangered languages. As a result, standardised formal training is generally unlikely to provide the necessary linguistic skills needed for their particular community or workplace. However, by matching linguistic training with individual language community's linguistic situation, targeted training could increase the documentation of Australia's Indigenous languages.
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Lim, Ly Ly. "A Multicultural Act for Australia." Cosmopolitan Civil Societies: An Interdisciplinary Journal 10, no. 2 (July 27, 2018): 47–66. http://dx.doi.org/10.5130/ccs.v10i2.5981.

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Multiculturalism as a public policy framework depends on states identifying cultural differences among their citizens as salient for resource allocation, political participation and human rights. The adoption of multiculturalism as a term and a framework signifies the recognition of a politics of difference within a liberal democratic framework of identities and aspirations. Yet the national government in Australia unlike any other country with espoused policies of multiculturalism has chosen to have neither human rights nor multicultural, legislation. This paper argues that multicultural societies require either or both sets of legislation to ensure both symbolic affirmation and practical implementation. Taking inspirations from international, Australian State and Territory based multicultural and diversity legislations, and modelling on the Australian Workplace Gender Equality Act of 2012, this paper explores what should be included in a national multicultural legislation and how it could pragmatically operationalise in Australia to express multiculturalism’s emancipatory agenda.
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Perales, Francisco, Christine Ablaza, and Nicki Elkin. "Exposure to Inclusive Language and Well-Being at Work Among Transgender Employees in Australia, 2020." American Journal of Public Health 112, no. 3 (March 2022): 482–90. http://dx.doi.org/10.2105/ajph.2021.306602.

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Objectives. To provide empirical evidence of the positive effects of exposure to inclusive language on trans employees’ well-being. Methods. We leveraged unique data from a large Australian national survey of workplace diversity and inclusion (2020 Australian Workplace Equality Index Employee Survey), focusing on a subset of trans respondents (n = 453). We derived self-reported and aggregate-level measures of exposure to trans-inclusive language and created a multidimensional index of employee well-being. We examined their relationships using fully adjusted random-intercept multilevel regression models. Results. We found strong, positive, and statistically significant associations between different indicators of exposure to inclusive language at work and trans employees’ well-being. These relationships were large in magnitude and emerged in the presence of an encompassing set of sociodemographic and workplace controls, including other markers of workplace diversity and inclusion (e.g., victimization experiences and identity disclosure). Conclusions. Our results provide robust evidence indicating that efforts to foster inclusive language at work can yield substantial, positive effects on trans people’s feelings of belonging and inclusion, thereby contributing to their overall socioeconomic integration. (Am J Public Health. 2022;112(3):482–490. https://doi.org/10.2105/AJPH.2021.306602 )
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Hutchinson, Terry, and Heather Skousgaard. "Women in the Queensland Legal Workplace: a Snapshot." Deakin Law Review 13, no. 1 (January 1, 2008): 37. http://dx.doi.org/10.21153/dlr2008vol13no1art152.

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<p>In addition to collating details of the demographic and working habits of over 2500 QLS members, the Queensland Law Society’s Equalising Opportunities in the Law Committee 2003 Membership Survey Report focused on the nature and prevalence of discrimination and harassment in the Queensland legal workplace. Primary areas of concern to the<br />respondents included discrimination or harassment on the basis of gender, age, family responsibilities, pregnancy and marital status. The results of this survey firmly demonstrate that promoting diversity in the Queensland legal<br />workplace should be made a priority. Efforts to amend the Law Council of Australia Model Conduct Rules are ongoing. Providing this is done, will it be sufficient? What else needs to be changed to improve the situation and improve opportunities for diversity in the legal profession?</p>
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Dissertations / Theses on the topic "Diversity in the workplace Australia"

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Sayers, Roslyn, and roslyn sayers@rmit edu au. "Australia's Changing Workplace: A Generational Perspective." RMIT University. Economics, Finance and Marketing, 2006. http://adt.lib.rmit.edu.au/adt/public/adt-VIT20070122.102821.

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This research investigates generational differences in Australian workers. In particular it focuses on changing trends and influences in the workplace and how different generations view and deal with these changes. The study focuses on Baby Boomers (born 1945-1963), Generation X (born 1964-1977) and Generation Y (born 1978 - 1994) across four industry sectors: Corporate, Education, Government and Not for Profit. The Australian workforce currently consists of four generations - all having distinct characteristics, working styles, needs and expectations. These differences pose challenges and opportunities to workforce management. The first step in managing the generations and their differences is to identify where the differences lie and to understand how best to cope with and exploit these differences. This research, in taking a generational cohort perspective towards analysing the modern workplace, seeks to explore how the different generations view the trends and influences that impact their work; and their attitudes towards technology, communication, work/life balance, organisational loyalty, attraction, engagement and retention. The study uses a multi-phase qualitative approach and includes in-depth interviews with a range of Australian industry experts; discussion groups held with Gen Ys, Gen Xers and Baby Boomer employees, in four organisations across four industry sectors; and in-depth interviews with senior executives in the same four organisations. This research will have significance to all organisations especially those that employ workers from across the generations and who are managing a multigenerational workforce. The findings will have practical application to organisational policy development in areas such as, work/life balance, attraction, engagement and retention of employees, reward and recognition systems, technology in the workplace and training and development. The study adds to the body of knowledge in workforce management, and in particular to the emerging body of knowledge on generational cohort analysis of the workplace in the Australian context. The study found significant generational differences that when harnessed and managed effectively, can contribute to the output and performance of the organisation as a whole.
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Gopalkrishnan, Caroline. "The colours of diversity : women educators turning the gaze onto Australian universities /." Canberra, 2006. http://erl.canberra.edu.au/public/adt-AUC20081009.095141/index.html.

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ANJORIN, RASHIDAT, and AVNI JANSARI. "MANAGING CULTURAL DIVERSITY AT WORKPLACE." Thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, Företagsekonomi, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-40190.

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Abstract: Background: Cultural diversity within a workplace is increasingly becoming important as more organisations are embracing it within the global workforce. Some of its effect have been linked to performance outcomes according to past reviews and as a result, there are more suggestions on the need to study how various organisations manage their cultural diversity. Universities as an organisation has also blended in the internationalisation practice through human resources and diverse employees to form a part of the economic globalisation. Purpose: The purpose if this paper is to examine how cultural diversity is managed in a Swedish university, Jönköping International Business School (JIBS). Also, further investigation is on the employee’s perception of how the practices and policies of cultural diversity is being delivered by the management at the university. Method: An exploratory research is conducted for this paper and the empirical findings is gathered through a qualitative research. The primary research is retrieved by semi-constructed interviews. The human resource department and teachers from different backgrounds and countries were interviewed to find out how the teachers perception of cultural diversity management at their workplace based on how the practices and policies were delivered to them. Findings: Based on the interviews it was found that the cultural diversity management as a topic is well understood by both the management and the employees. However, the study revealed that the employees do not perceive it in the same manner it was being delivered to them by the management. The issues and practices connected to managing cultural diversity is not entirely provided by the management within the work environment. It essential that the management provide for more effectively communicated structure.
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Shawver, Brenda G. "The social construction of workplace "diversity"." [Tampa, Fla.] : University of South Florida, 2004. http://purl.fcla.edu/fcla/etd/SFE0000263.

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Powell, Catherine Shivers. "Mediation, diversity, and justice in the workplace." [Pensacola, Fla.] : University of West Florida, 2009. http://purl.fcla.edu/fcla/etd/WFE0000163.

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Jones, Sandra, and mikewood@deakin edu au. "The relationship between workplace reform and workplace participation." Deakin University. Bowater school of management and marketing, 2000. http://tux.lib.deakin.edu.au./adt-VDU/public/adt-VDU20050825.091140.

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This thesis sought to advance understanding of the politics of workplace reform, explaining the respective roles of management and employees and how they relate. The literature on workplace reform usually argues that reform is predicated on greater workforce participation in managerial decisions. More specifically, different approaches to workplace reform can be aligned to different forms of participation. Thus quality management can be associated with direct forms of participation, institutional workplace reform may depend on representative forms, and best practice may require a combination of both. This thesis uses empirical evidence to explore this alignment between the different approaches to workplace reform and forms of participation. The period chosen for empirical study is approximately 1985-1992 - an era of rapid innovation in workplace reform for Australian manufacturing. Three workplaces were chosen for intensive study from automotive component manufacturers because that industry was itself a laboratory for workplace reform and also because these firms exemplified different approaches to competitiveness and reform. Three approaches to workplace reform - quality management, institutional workplace reform, and best practice - were distinguished to capture the range of Australian practice at that time. Similarly two approaches to workplace participation were distinguished - direct and representative - to reflect the range of observable practices at that time and to represent competing philosophies. Direct participation illustrated an approach founded in managerial context of the political status quo, whilst representative forms were considered to permit a pluralist shift of power to enable employees to manage in place of management. The three case studies depict companies sharing the competitive crisis of their industry. From this stems the impetus for workplace reform. At this point the firms diverged in their choice of competitive strategies for workplace reform. The case studies reveal, at the superficial level, a match between the chosen approaches to workplace reform and forms of participation. Basically, quality management is associated with direct employee participation, institutional workplace reform with collective bargaining and representative consultative committees, and best practice with both. However when the implementation of reform and participation are examined this match becomes less significant. One firm, Auto Air, achieved highly effective outcomes in both reform and participation. Another firm, Auto Electrical, failed in both. The thesis concluded that the relationship between forms of participation and reform is less significant than the effective implementation of policy. Unitarist or pluralist approaches to power distribution count less than managerial capacity to integrate successive reform initiatives and their commitment to workforce participation hi change.
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Lundman, Ida, and Anna Nordberg. "Praktiskt mångfaldsarbete : En fallstudie av Piteå Kommuns socialtjänsts praktiska mångfaldsarbete." Thesis, Umeå universitet, Sociologiska institutionen, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-117059.

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I takt med att medellivslängden ökar och att andelen personer med utländsk bakgrund växer behöver organisationer ha kunskap om hur de ska hantera mångfald. Detta för att de ska kunna ta tillvara på alla mänskliga resurser samt för att möta framtidens arbetskraftsbehov. Piteå Kommuns socialtjänst står idag inför denna utmaning och har valt att aktivt satsa på mångfald. Syftet med denna studie var därmed att undersöka hur chefer och bemanningsassistenter beskriver begreppet mångfald, hur de praktiskt arbetar med mångfald idag samt undersöka vilka krav de upplever finns på dem i mångfaldsarbetet. Studien syfte var också att identifiera eventuella svårigheter som personer i ledande positioner upplever i bedrivandet av ett praktiskt mångfaldsarbete.   Studien är baserad på åtta semi-strukturerade intervjuer vilka har analyserats med hjälp av meningskoncentrering. I dessa framkom att det fanns en snäv bild av mångfaldsbegreppet i jämförelse med hur Piteå Kommun definierar begreppet samt hur begreppet beskrivs i tidigare forskning. Det framkom också att chefer och bemanningsassistenter i dagsläget inte bedriver något medvetet praktiskt mångfaldsarbete. De insatser som genomförs är snarare omedvetna då huvudsyftet med dessa insatser inte är att främja mångfald. Respondenterna upplever inte några direkt ställda krav från Piteå Kommun i bedrivandet av ett mångfaldsarbete men kan i vissa fall se praktiskt mångfaldsarbete som en skyldighet. I studien framkom också att personer i ledande positioner saknar tid, trygghet och kunskap i hur de praktiskt ska bedriva mångfaldsarbete i sina verksamheter. Vid vidare forskning hade det varit intressant med fler perspektiv på ämnet. Detta för att ge svar på om det finns en gemensam syn på begreppet samt hur personer på olika nivåer upplever mångfaldsarbetet.
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Paez, Karen N. "Diversity awareness, diversity climate, and individual career outcomes : a counseling psychology perspective /." view abstract or download file of text, 2006. http://proquest.umi.com/pqdweb?did=1276405611&sid=1&Fmt=2&clientId=11238&RQT=309&VName=PQD.

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Thesis (Ph. D.)--University of Oregon, 2006.
Typescript. Includes vita and abstract. Includes bibliographical references (leaves 111-119). Also available for download via the World Wide Web; free to University of Oregon users.
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Taylor, Aisha Smith. "Toward a Taxonomy of Diversity at Work: Developing and Validating the Workplace Diversity Inventory." PDXScholar, 2011. https://pdxscholar.library.pdx.edu/open_access_etds/158.

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The purpose of this research was to develop a taxonomy of workplace diversity and examine its implications for understanding and predicting diversity at work. A 7-dimension taxonomy was originally developed by reviewing contemporary literature on diversity in the workplace. The taxonomy is grounded in Social Identity Theory. Preliminary research found that each of the seven dimensions of the taxonomy were present in 78 critical incidents describing work-relevant diversity dynamics. The current study reports the development and administration of an instrument, the Workplace Diversity Inventory (WDI), which was used to empirically examine the 7-factor model of the taxonomy in over 20 different industries. Exploratory factor analysis using data from 209 respondents supported a six-dimension taxonomy, with one factor from the proposed taxonomy (Leadership) collapsed into two of the included WDI dimensions (Diversity Climate and Organizational Justice). Subsequent confirmatory factor analysis indicated an adequate to good fit for the six-factor model, with the WDI reduced from 47 to 24 items. Results and implications for theory and practice are discussed.
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Ebron, Christopher J. "Perceptions of workplace diversity among park districts in Illinois /." Available to subscribers only, 2006. http://proquest.umi.com/pqdweb?did=1136096451&sid=18&Fmt=2&clientId=1509&RQT=309&VName=PQD.

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Books on the topic "Diversity in the workplace Australia"

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Bertone, Santina. Diversity and dollars: Productive diversity in Australian business and industry. Melbourne, Vic: Workplace Studies Centre, Victoria University of Technology, 1997.

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Shaw, Julie. Cultural diversity at work: Utilising a unique Australian resource. Chatswood, Sydney, NSW: Business & Professional Pub., 1995.

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Cope, Bill. Productive diversity: A new, Australian model for work and management. Annandale, N.S.W: Pluto Press, 1997.

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Grant, Michelson, ed. Rethinking work: Time, space and discourse. Cambridge, [England]: Cambridge University Press, 2006.

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1961-, Zhu Ying, ed. Managing Chinese outward foreign direct investment: From entry strategy to sustainable development in Australia. New York: Palgrave Macmillan, 2016.

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1928-, Griffin Richard, and Hirsch Marcie Schorr, eds. Workplace diversity. Holbrook, Mass: Adams Publ., 1995.

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Morgan, John. Diversity in the workplace. Washington, D.C: International Monetary Fund, 2006.

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Hays-Thomas, Rosemary. Managing Workplace Diversity and Inclusion. New York, NY : Routledge, 2017.: Routledge, 2016. http://dx.doi.org/10.4324/9780203127049.

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Cultural diversity in the workplace. Burr Ridge, Ill: Irwin Professional Pub./Mirror Press, 1994.

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Diversity dynamics in the workplace. Australia: Thomson/Wadsworth, 2005.

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Book chapters on the topic "Diversity in the workplace Australia"

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Hasan, Ed. "Yearning for Religious Freedom in Australia." In Embracing Workplace Religious Diversity and Inclusion, 119–30. Cham: Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-030-89773-4_9.

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Feng, Yingbin. "Cultural Diversity and Workplace Safety on Australian Construction Sites." In Proceedings of the 18th International Symposium on Advancement of Construction Management and Real Estate, 371–79. Berlin, Heidelberg: Springer Berlin Heidelberg, 2014. http://dx.doi.org/10.1007/978-3-642-44916-1_37.

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Townend, Anni. "Workplace Counseling." In Assertiveness and Diversity, 187–96. London: Palgrave Macmillan UK, 2007. http://dx.doi.org/10.1057/9780230582019_20.

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Toler, Lisa T. "Advancing Workplace Diversity." In Business With a Conscience, 87–99. New York: Routledge, 2021. http://dx.doi.org/10.4324/9781003139461-8.

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Stout, Brian. "Diversity." In Community Justice in Australia, 113–30. 2nd ed. London: Routledge, 2023. http://dx.doi.org/10.4324/9781003193814-8.

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Ghiggino, Mario. "Diversity: Ideas to Create Value in the Workplace." In Diversity, 88–101. London: Palgrave Macmillan UK, 2007. http://dx.doi.org/10.1057/9780230627529_6.

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Rojas, Ronald R. "Diversity and Workplace Spirituality." In Diversity and Inclusion in the Global Workplace, 81–107. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-54993-4_5.

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Kirton, Gill, and Anne-marie Greene. "Diversity in the workplace." In The Dynamics of Managing Diversity and Inclusion, 93–126. 5th ed. London: Routledge, 2021. http://dx.doi.org/10.4324/9781003186397-5.

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Hynes, Geraldine E. "Diversity in the Workplace." In Interpersonal Communication in the Diverse Workplace, 3–18. New York: Routledge, 2022. http://dx.doi.org/10.4324/9781003335177-2.

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Bouma, Gary D., Rod Ling, and Douglas Pratt. "Australia." In Religious Diversity in Southeast Asia and the Pacific, 3–18. Dordrecht: Springer Netherlands, 2009. http://dx.doi.org/10.1007/978-90-481-3389-5_1.

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Conference papers on the topic "Diversity in the workplace Australia"

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Raven, Melissa. "22 Workplace mental health: a strategic driver of overdiagnosis." In Preventing Overdiagnosis Abstracts, December 2019, Sydney, Australia. BMJ Publishing Group Ltd, 2019. http://dx.doi.org/10.1136/bmjebm-2019-pod.128.

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Leong, Tuck Wah, Christopher Lawrence, and Greg Wadley. "Designing for diversity in Aboriginal Australia." In OZCHI'19: 31ST AUSTRALIAN CONFERENCE ON HUMAN-COMPUTER-INTERACTION. New York, NY, USA: ACM, 2019. http://dx.doi.org/10.1145/3369457.3369505.

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Barabadi, M., and A. Barabadi. "Workplace diversity and its outcomes in the arctic area." In 2017 IEEE International Conference on Industrial Engineering and Engineering Management (IEEM). IEEE, 2017. http://dx.doi.org/10.1109/ieem.2017.8289897.

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"ATTITUDES TO WORKPLACE DIVERSITY – MAIN FINDINGS IN A GLOBAL CONTEXT." In International Management Conference. Editura ASE, 2020. http://dx.doi.org/10.24818/imc/2020/04.07.

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Elvi, Elvi, and Hetty Karunia Tunjungsari. "Gender, Diversity Management Perceptions, Workplace Happiness, and Organizational Citizenship Behavior." In Tenth International Conference on Entrepreneurship and Business Management 2021 (ICEBM 2021). Paris, France: Atlantis Press, 2022. http://dx.doi.org/10.2991/aebmr.k.220501.053.

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Reid, Alison, Jun Chih, Renee Carey, Ellie Darcey, and Corie Gray. "O02-5 Workplace discrimination and mental health among ethnic minority workers in australia." In Occupational Health: Think Globally, Act Locally, EPICOH 2016, September 4–7, 2016, Barcelona, Spain. BMJ Publishing Group Ltd, 2016. http://dx.doi.org/10.1136/oemed-2016-103951.10.

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Greenland, Joanne, Celeste Salter, Gabrielle Brodie, David Levy, Shilpa Bhouraskar, Ann Manning, Lorena Mattiolo, and Linlee Jordan. "Understanding the Extent and Diversity of Homeopathic Practice in Australia." In HRI London 2019—Cutting Edge Research in Homeopathy: Presentation Abstracts. The Faculty of Homeopathy, 2020. http://dx.doi.org/10.1055/s-0040-1702110.

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Whyte, A., and M. Luca. "Building Information Modelling (Bim) & Integrated Project Delivery (Ipd): Workplace Utilisation In W. Australia." In The Seventh International Structural Engineering and Construction Conference. Singapore: Research Publishing Services, 2013. http://dx.doi.org/10.3850/978-981-07-5354-2_aae-15-287.

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Stathakis, Voula. "429 Analysis of hospital admissions for workplace violence in Victoria, Australia: 2009/10–2020/21." In 14th World Conference on Injury Prevention and Safety Promotion (Safety 2022) abstracts. BMJ Publishing Group Ltd, 2022. http://dx.doi.org/10.1136/injuryprev-2022-safety2022.193.

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Hamp, Roland, Deborah Ryan, and Patricia E. Carreras. "The Practical Value of Workplace Diversity and Inclusion in the Oil and Gas Sector." In SPE Asia Pacific Oil & Gas Conference and Exhibition. Society of Petroleum Engineers, 2020. http://dx.doi.org/10.2118/202301-ms.

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Reports on the topic "Diversity in the workplace Australia"

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Taylor, Aisha. Toward a Taxonomy of Diversity at Work: Developing and Validating the Workplace Diversity Inventory. Portland State University Library, January 2000. http://dx.doi.org/10.15760/etd.158.

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Card, David, Fabrizio Colella, and Rafael Lalive. Gender Preferences in Job Vacancies and Workplace Gender Diversity. Cambridge, MA: National Bureau of Economic Research, October 2021. http://dx.doi.org/10.3386/w29350.

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TANG, Denise Tse-Shang, Stefanie TENG, Celine TAN, Bonnie LAM, and Christina YUAN. Building inclusive workplaces for lesbians and bisexual women in Hong Kong’s financial services industry. Centre for Cultural Research and Development, Lingnan University, April 2021. http://dx.doi.org/10.14793/ccrd2021001.

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Workplace inclusion is a core component of corporate social responsibility (CSR) in Hong Kong. Workplace inclusion points to the need for employers to recognize diversity among employees, to acknowledge their contributions to the work environment and to raise professional standards for the work force. Diversity within a workplace indicates inclusion of persons with different backgrounds as in racial, ethnic, sex, health status, sexual orientation and gender identity. Women are already less represented at senior levels across various business sectors in Hong Kong. Lesbians and bisexual women face a double glass ceiling in the workplace as a result of both their gender and sexual orientation. Funded by Lingnan University’s Innovation and Impact Fund, and in partnership with Interbank Forum and Lesbians in Finance, Prof. Denise Tse-Shang Tang conducted an online survey and two focus groups targeting lesbians and bisexual women working in Hong Kong’s financial and banking industry. The aim of the study is to examine the specific challenges and barriers faced by lesbians and bisexual women in Hong Kong’s financial services industry. We found that only 37% of survey respondents were out at work, with 23% partially out to close colleagues. In other words, there are still key concerns with being out at work. On the issue of a glass ceiling for LGBT+ corporate employees, 18% of the survey respondents agreed and 47% somewhat agreed that such a ceiling exists. When asked whether it is harder for lesbians and bisexual women to come out in the workplace than it is for gay men, 32% agreed and 46% somewhat agreed. 27% agreed and 39% somewhat agreed with the statement that it is difficult for lesbians and bisexual women to climb up the corporate ladder. Other findings pointed to the low visibility of lesbians and bisexual women in corporate settings, lack of mentorship, increased levels of stress and anxiety, and the fear of being judged as both a woman and a lesbian. Masculine-presenting employees face significantly more scrutiny than cisgender female employees. Therefore, even though discussion on diversity and inclusion has been on the agenda for better corporate work environment in Hong Kong, there still remain gaps in raising awareness of lesbian and bisexual women’s issues.
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Venkateswaran, Nitya, Jay Feldman, Stephanie Hawkins, Megan A. Lewis, Janelle Armstrong-Brown, Megan Comfort, Ashley Lowe, and Daniela Pineda. Bringing an Equity-Centered Framework to Research: Transforming the Researcher, Research Content, and Practice of Research. RTI Press, January 2023. http://dx.doi.org/10.3768/rtipress.2023.op.0085.2301.

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Since the mainstream racial awakening to pervasive and entrenched structural racism, many organizations have made commitments and adopted practices to increase workplace diversity, inclusion, and equity and embed these commitments in their organizational missions. A question often arises about how these concepts apply to research. This paper discusses how organizations can build on their specific commitments to diversity, inclusion, and equity by applying these principles in the research enterprise. RTI International’s framework for conducting equity-centered transformative research highlights how incorporating principles of diversity, inclusion, and equity requires a departure from mainstream practice because of historical and intentional exclusion of these principles. Drawing on methodologies of culturally responsive evaluation, research, and pedagogy; feminist, Indigenous, and critical methodologies; community-based participatory research; and theories of social transformation, liberation, and racial justice, this organizing framework illustrates what this departure requires and how research can serve liberation and social justice by transforming the researcher, the research content, and the day-to-day practice of conducting research. Centering the work of seminal scholars and practitioners of color in the field, this paper provides a holistic framework that incorporates various research approaches and paradigms intended to shift power to minoritized and marginalized communities to achieve social transformation through research.
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Kukreja, Prateek, Havishaye Puri, and Dil Rahut. Creative India: Tapping the Full Potential. Asian Development Bank Institute, January 2023. http://dx.doi.org/10.56506/kcbi3886.

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We provide the first reliable measure on the size of India’s creative economy, explore the many challenges faced by the creative industries, and provide recommendations to make India one of the most creative societies in the world. India’s creative economy—measured by the number of people working in various creative occupations—is estimated to contribute nearly 8% of the country’s employment, much higher than the corresponding share in Turkey (1%), Mexico (1.5%), the Republic of Korea (1.9%), and even Australia (2.1%). Creative occupations also pay reasonably well—88% higher than the non-creative ones and contribute about 20% to nation’s overall GVA. Out of the top 10 creative districts in India, 6 are non-metros—Badgam, Panipat (Haryana), Imphal (Manipur), Sant Ravi Das Nagar (Uttar Pradesh), Thane (Maharashtra), and Tirupur (Tamil Nadu)—indicating the diversity and depth of creativity across India. Yet, according to the United Nations Conference on Trade and Development, India’s creative exports are only one-tenth of those of the People’s Republic of China. To develop the creative economy to realize its full potential, Indian policy makers would like to (i) increase the recognition of Indian culture globally; (ii) facilitate human capital development among its youth; (iii) address the bottlenecks in the intellectual property framework; (iv) improve access to finance; and (v) streamline the process of policy making by establishing one intermediary organization. India must also leverage its G20 Presidency to put creative economy concretely on the global agenda.
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Diversity & Inclusion End of Year Progress Report 2020. Inter-American Development Bank, June 2021. http://dx.doi.org/10.18235/0003332.

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As a development institution, the IDB Group is committed to improving the lives of all people in Latin America and the Caribbean by providing the most innovative and pragmatic solutions to our Regions most pressing development challenges. We also understand that our human capital is our greatest asset and therein lies the key to our success. We believe that our diversity and not just visible diversity but diversity in experiences, perspectives and working styles is not only a large part of who we are but is deeply intertwined with how we leverage the multitude of differences in our workforce. We therefore understand that to deliver on our commitment to our clients, our differences must not just be tolerated or accepted but valued and embraced. We aim to be the workplace where all employees are given an opportunity to succeed regardless of how they identify and we strive to create a workplace culture that values diversity, equity, and inclusion, is unafraid to tackle those tough conversations about the obstacles which may impede progress in our agenda such as racism, disrespect, or discrimination in any form, and is prepared to address these issues.
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Global Food 50/50: Hungry for gender equality. Global Health 50/50, October 2022. http://dx.doi.org/10.56649/wiqe2012.

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Across the world, populations are facing severe threats and rising inequalities due to a combination of climate change, environmental degradation, COVID-19 and conflict. Food systems, as a result, are in crisis and people are increasingly feeling the impact on their everyday lives. For women, globally and across regions, the impact of the food systems crisis is more severe than for men, and women are more food insecure than men. Women, historically and now, have less access to healthy food, land ownership and resources for food production than men. Gender inequalities are woven through food systems, and contribute to unjust food production, access and consumption. Global food systems organizations are working to address some of the critical issues facing populations’ access to food and nutrition. The second annual Global Food 50/50 Report assesses whether and how such organizations are integrating gender and equality considerations in their work. It reviews the policies and practices of 51 organizations as they relate to two interlinked dimensions of inequality: inequality of opportunity in career pathways inside organizations and inequality in who benefits from the global food system. The primary aim of the Global Food 50/50 Report is to encourage food systems organizations to confront and address gender inequality both within their organizations and governance structures, and in their programmatic approaches across food systems. A second aim is to increase recognition of the role that gender plays in who runs and benefits from food systems for everybody: women and men, including transgender people, and people with nonbinary gender identities. Key findings from this year’s report show that gender and geographic diversity are severely lacking in the boards of major global food organizations, with leadership positions dominated by men from the global north. This matters because representation from a narrow section of the global population will not result in policies and programmes that meet the needs and interests of all people, across all regions, including women. The review of board composition of 51 organizations showed that more than 70% of board seats are held by nationals of high-income countries. Just 8% of board seats are held by women from low- and middle-income countries. However, there is room for hope. Our findings show an increase in women board chairs from 26% in 2021 to 35% in 2022. More organizations are publishing board diversity policies—policies were found in 30% of organizations, a 10% increase since 2021. Moreover, the review located five new board diversity policies across the sample. A high proportion of organizations (49/52) have made formal and public commitments to gender equality and this has increased since 2021. In 2022, there was an increase of five organizations with gender-transformative programmatic approaches, from 60% to 70% and a decrease in the number of organizations with gender-blind approaches. Despite some advances among some global food systems organizations, the sector has a long way to go to achieve gender equality in the boardroom, in the workplace and in who benefits from their work. The data in this report can equip leaders at all levels—from communities to workforces to boards—to take action, drive change, measure progress, and hold those in power accountable to their commitments to advance gender equality and transform food systems. A fairer, more gender-equal system will be best placed to end hunger, poverty, and inequality around the world.
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