Journal articles: 'Diversity in the workplace'

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Van Den Bergh, Nan. "Workplace Diversity:." Employee Assistance Quarterly 6, no. 4 (June 26, 1991): 41–58. http://dx.doi.org/10.1300/j022v06n04_03.

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Patrick, Harold Andrew, and Vincent Raj Kumar. "Managing Workplace Diversity." SAGE Open 2, no. 2 (April 17, 2012): 215824401244461. http://dx.doi.org/10.1177/2158244012444615.

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Mercer, Kenneth L. "Roundtable-Workplace Diversity." Journal - American Water Works Association 109, no. 8 (August 2017): 56–63. http://dx.doi.org/10.1002/j.1551-8833.2017.tb00048.x.

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Peters, Eileen, and Silvia Maja Melzer. "Immigrant–Native Wage Gaps at Work: How the Public and Private Sectors Shape Relational Inequality Processes." Work and Occupations 49, no. 1 (January 11, 2022): 79–129. http://dx.doi.org/10.1177/07308884211060765.

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We investigate how the institutional context of the public and private sectors regulates the association of workplace diversity policies and relational status positions with first- and second-generation immigrants’ wages. Using unique linked employer–employee data combining administrative and survey information of 6,139 employees in 120 German workplaces, we estimate workplace fixed-effects regressions. Workplace processes are institutionally contingent: diversity policies such as mixed teams reduce inequalities in the public sector, and diversity policies such as language courses reinforce existing inequalities in the private sector. In public sector workplaces where natives hold higher relational positions, immigrants’ wages are lower. This group-related dynamic is not detectable in the private sector.

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Ravichandran, Sabthami. "Generational Diversity at Workplace." NHRD Network Journal 14, no. 3 (July 2021): 350–54. http://dx.doi.org/10.1177/26314541211030592.

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The article briefs upon the multiple ways TVS has been engaging its employees for generations. Employees share their experiences and take immense pride in becoming the brand ambassadors of this century-strong and value-filled organisation. From practising a culture of innovation to building an ecosystem that encourages the entrepreneurs, TVS has left its legacy by creating an inclusive and conducive work environment for its employees. The article details on how employees consider being part of the TVS family as a pride of association and further states the revolutionary measures initiated in terms of employee well-being and welfare.

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Vardy, Felix J. J., and John Morgan. "Diversity in the Workplace." IMF Working Papers 06, no. 237 (2006): 1. http://dx.doi.org/10.5089/9781451864977.001.

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Barclay, J. M., and L. J. Scott. "Transsexuals and workplace diversity." Personnel Review 35, no. 4 (July 2006): 487–502. http://dx.doi.org/10.1108/00483480610670625.

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Peppas, Spero C. "Diversity in the workplace." Employee Relations 28, no. 2 (March 2006): 119–29. http://dx.doi.org/10.1108/01425450610639356.

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Morgan, John, and Felix Várdy. "Diversity in the Workplace." American Economic Review 99, no. 1 (February 1, 2009): 472–85. http://dx.doi.org/10.1257/aer.99.1.472.

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We study minority representation in the workplace when employers engage in optimal sequential search and minorities convey noisier signals of ability than mainstream job candidates. The greater signal noise makes it harder for minorities to change employers' prior beliefs. When employers are selective, this leads to minority underrepresentation in the workplace. Diversity improves when the cost of interviewing, the average skill level of candidates, or the opportunity cost of not hiring increases. Reducing the cost of firing also increases minority representation. When employers are sufficiently unselective, the rigidity of employers' beliefs leads to overrepresentation of minorities. (JEL D83, J15, J24, J71, M12, M51)

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Gabon, Melina G. "Antecedents and Consequents of Multiculturalism and Social Diversity among Law Enforcement Workplace in Metro Manila." International Journal of Multidisciplinary: Applied Business and Education Research 2, no. 9 (September 12, 2021): 835–42. http://dx.doi.org/10.11594/ijmaber.02.09.14.

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This study describes the antecedents and consequents of multiculturalism and social diversity, and the perceptions of law enforcement personnel towards the consequents of multiculturalism and social diversity in the law enforcement workplace. This quantitative descriptive research determined the perceptions of 100 law enforcement personnel from the purposively selected law enforcement workplaces in Metro Manila. Data were analyzed using frequency and percentage distribution, mean and rank. The majority of the respondents recognized the utmost importance of multiculturalism and social diversity in a Law Enforcement workplace. Managing diversity in the law enforcement workplace means creating conditions that maximize the potential of its personnel to enhance organizational performance; and Multiculturalism promotes the integration of different cultures and the sharing of one's ideas and perspectives that lead to innovations have the highest mean scores of 3.75, respectively. On the other hand, Inclusive organizations can screen out highly prejudiced individuals and will find it easy to manage diverse employees with a mean score of 2.69. It can be gleaned that the majority of the respondents perceived that employing a culturally diverse law enforcement workforce has positive consequences to its people, workplace culture, and organizational climate. Therefore, law enforcement officers should support heterogeneous workplace advocacies, and that policymakers should reinvigorate the rigor of existing policies to sustain multicultural and social diversity in the entire organization.

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DiPaolo, Peter T., Grace Klinefelter, and Tom Griffin. "Age Diversity in the Workplace." International Journal of Interdisciplinary Social Sciences: Annual Review 3, no. 1 (2008): 311–16. http://dx.doi.org/10.18848/1833-1882/cgp/v03i01/52504.

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Muir, C. "Workplace Readiness for Communicating Diversity." Journal of Business Communication 33, no. 4 (October 1, 1996): 475–84. http://dx.doi.org/10.1177/002194369603300407.

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Urbancová, Hana, Helena Čermáková, and Hana Vostrovská. "Diversity Management in the Workplace." Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis 64, no. 3 (2016): 1083–92. http://dx.doi.org/10.11118/actaun201664031083.

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Diversity is a phenomenon which is increasingly manifesting itself in the globalized society; therefore, it is observable in various areas of human activity, and thus also in the labour market and work teams. Age, sex, ethnicity and nationality, creed or disabilities are among the parameters of diversity. The aim of the article is to identify and evaluate the implementation of Diversity Management in workplaces, whilst bearing in mind researched factors of diversity. The results were gained by conducting a primary survey by questionnaire in organizations (n = 315). The results showed that a total of 41.9% of selected organizations operating in the Czech Republic implement Diversity Management. The largest part of organizations operate in the tertiary sector (69.7%). The survey results show the situation concerning Diversity Management in the selected organizations and support the oppinion that Diversity Management is a current global matter and its concerns all organizations. The research parameters influenced the application of Diversity Management in organizations (Cramer’s V is from 0.176 to 0.430). One of the recommendations for organizations is that they devote more attention to this phenomenon, as qualified human resources is on the decline and adequate attention will once again need to be devoted to groups of potential workers who have hitherto been overlooked. Diversity Management represents a new opportunity for organizations to build the employer’s good brand and attract knowledge workers.

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Fine, Marlene G., Fern L. Johnson, and M. Sallyanne Ryan. "Cultural Diversity in the Workplace." Public Personnel Management 19, no. 3 (September 1990): 305–20. http://dx.doi.org/10.1177/009102609001900307.

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This article reports on a study of gender and race issues in the regional office of a federal agency. After setting their own research agenda of salient issues, employees completed a long, closed-ended questionnaire; a smaller sample also responded to ten open-ended questions. The results suggest that men, women, and people of color in the agency do not share a common culture of organizational life; instead, each group organizes its experience in the agency in different ways. The authors suggest that a theoretical perspective in which gender and race are viewed as cultures provides a useful framework for understanding cultural diversity in the workplace and a necessary starting point for managing a diverse workforce.

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Sadiku, Matthew, and Pamela Obiomon. "Essay: Diversity in the workplace." IEEE Potentials 26, no. 5 (2007): 5–6. http://dx.doi.org/10.1109/mpot.2007.906712.

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Dale-Olsen, Harald, and Henning Finseraas. "Linguistic diversity and workplace productivity." Labour Economics 64 (June 2020): 101813. http://dx.doi.org/10.1016/j.labeco.2020.101813.

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Konrad, Alison M. "Leveraging Workplace Diversity in Organizations." Organization Management Journal 3, no. 3 (December 2006): 164–89. http://dx.doi.org/10.1057/omj.2006.18.

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Masaki, Ikutaro, and Yukiko Muramoto. "Psychological effects of workplace diversity." Proceedings of the Annual Convention of the Japanese Psychological Association 79 (September 22, 2015): 1EV—018–1EV—018. http://dx.doi.org/10.4992/pacjpa.79.0_1ev-018.

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Hauret, Laetitia, and Donald R. Williams. "Workplace diversity and job satisfaction." Equality, Diversity and Inclusion: An International Journal 39, no. 4 (April 30, 2020): 419–46. http://dx.doi.org/10.1108/edi-01-2019-0030.

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PurposeThis article estimates the empirical relationship between workplace diversity in terms of nationality and individual worker job satisfaction in the context of a multicultural country. It also examines the role of the level of communication between coworkers in moderating this relationship.Design/methodology/approachUsing merged survey and administrative data, the paper estimates OLS and ordered Probit regression estimates of the correlations between two measures of workplace diversity and self-reported job satisfaction.FindingsThe relationship between nationality diversity and job satisfaction is negative. While there is some evidence of a nonlinear relationship, it depends on the specification and measure of diversity used. Contrary to expectations, the level of interaction between colleagues does not moderate this relationship.Practical implicationsThe research highlights the need for employers to actively manage the diversity within their firms.Originality/valueThe paper adds to the diversity and job satisfaction literature by focusing on the nationalities of coworkers. It also is the first to measure the impact of the levels of interactions with coworkers on the diversity-satisfaction relationship.

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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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Kumagai, J. "Redefining diversity [workplace minorities representation]." IEEE Spectrum 38, no. 12 (December 2001): 56–57. http://dx.doi.org/10.1109/mspec.2001.969460.

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Bolen, Lynne, and Brian H. Kleiner. "Managing Diversity in the Workplace." Cross Cultural Management: An International Journal 3, no. 4 (April 1996): 3–8. http://dx.doi.org/10.1108/eb008412.

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Grant, Bayonne Z., and Brian H. Kleiner. "Managing Diversity In The Workplace." Equal Opportunities International 16, no. 3 (March 1997): 26–32. http://dx.doi.org/10.1108/eb010685.

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Pritam, Singh Randhawa Neetu. "Analytical Study on Teams Ethnic Diversity and Workplace Organization." International Journal of Psychosocial Rehabilitation 24, no. 5 (May 30, 2020): 7276–80. http://dx.doi.org/10.37200/ijpr/v24i5/pr2020759.

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Gunnarsson, Britt-Louise. "Multilingualism in the Workplace." Annual Review of Applied Linguistics 33 (March 2013): 162–89. http://dx.doi.org/10.1017/s0267190513000123.

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This survey article presents studies on multilingualism in the workplace carried out in different regions. One aim is to give a cross-cultural picture of workplace studies on different languages, and another is to discuss both positive and problem-based accounts of multilingualism at work. The conditions for workplace discourse have been influenced by a series of changes taking place in recent decades. Technological advances have led to new types of networks and workplaces, making linguistic issues salient, at the same time as many low-paid workers are found in traditional jobs, for which the face-to face interaction is central. A model is presented, the aim of which is to grasp the complex and dynamic interplay between workplace discourse and its various contextual frames. Overviews of studies on multilingualism at work are discussed with a focus on workplaces in the inner, outer, and expanding English circles; in transnational companies; and in multilingual regions and English lingua franca workplaces in Europe. Workplaces with workforce diversity are also dealt with. In the discussion section, the scope is enlarged and workplace discourse is related to various contextual frameworks. Finally, some key topics for future studies are sketched.

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Nanteza, Resty, Wilson Mugizi, Judith Irene Nagasha, and Mark Micheal Waiswa. "Diversity Management and Work Engagement of Academic Staff of Kyambogo University, Uganda." Uganda Higher Education Review 11, no. 1 (November 30, 2023): 129–42. http://dx.doi.org/10.58653/nche.v11i1.11.

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This study examined the influence of diversity management and work engagement of the academic staff of Kyambogo University in Uganda. Specifically, the study examined the influence of diversity management policies, diversity management programmes and diversity management climate on the workplace engagement of academic staff of Kyambogo University in Uganda. The study employed the correlational research design, hence adopted the quantitative approach. The sample comprised 188 academic staff of Kyambogo University. Data was collected using a self-administered questionnaire. The data was analysed using descriptive and Partial Least Squares Structural Equation modelling (PL-SEM) using SmartPLS. Descriptive results revealed that the workplace engagement of academic staff, diversity management policies, diversity management programmes, and the diversity management climate of the university were moderate. SEM results showed that while diversity management policies had a positive and significant influence on workplace engagement, diversity management programmes had a positive but insignificant influence on workplace engagement, and the diversity management climate had a negative and insignificant influence on workplace engagement. Therefore, it was concluded that diversity management policies are vital for the workplace engagement of academic staff, inadequate diversity management programmes hinder workplace engagement, and a low-level diversity management climate impedes the workplace engagement of academic staff. Thus, it was recommended that universities should adopt diversity management policies, leaders of universities should implement adequate diversity management programmes to enhance workplace engagement, and leaders of universities should promote a climate that favours diversity.

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Valenzuela, Marcus A., Guowei Jian, and Phillip M. Jolly. "When more is better." Employee Relations: The International Journal 42, no. 2 (December 9, 2019): 507–24. http://dx.doi.org/10.1108/er-05-2019-0202.

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Purpose The purpose of this paper is to examine how organizational diversity may be associated with immigrants’ quality of coworker relationships. More specifically, this paper examines how immigrants’ perceived deep-level similarity and perceived workplace ethnic diversity may be associated with their quality of coworker relationships. Design/methodology/approach A final sample of 347 immigrant employees were surveyed. Hierarchical regression analyses were conducted to test the hypotheses. Findings Immigrants’ quality of coworker relationships is positively associated with their perceived deep-level similarity with other coworkers. In addition, perceived workplace ethnic diversity moderates this relationship such that the relation is stronger as perceived workplace ethnic diversity increases. Research limitations/implications The study and analyses are based on cross-sectional and single-source data and cannot determine causality. The study is also restricted to immigrants in the USA. Practical implications Findings provide evidence that increased levels of ethnic diversity and deep-level similarity in the workplace may improve immigrants’ quality of relationships, helping them integrate more successfully in organizations. Thus, managers seeking to benefit from diversity should strive for the creation of truly multicultural organizations or workgroups and focus on fostering similarities in deep-level attributes to maximize their potential. Originality/value Immigrants are an important asset for organizations, but research about their inclusion in organizations is limited, especially when examining their integration in their workplaces. This study addresses some of these limitations by looking at the effect of diversity in organizations.

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Alozie, Ositadima Emeka. "Diversity V Multiculturalism Advantages And Disadvantages Of Workplace Diversity." International Journal of Scientific and Research Publications (IJSRP) 10, no. 1 (January 6, 2020): p9720. http://dx.doi.org/10.29322/ijsrp.10.01.2020.p9720.

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Batten, E. "Diversity in the high-tech workplace: forums for diversity." IEEE Spectrum 29, no. 6 (June 1992): 27–29. http://dx.doi.org/10.1109/6.254042.

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Mehari, Abel Tewolde, Zerihun Ayenew Birbirsa, and Gemechu Nemera Dinber. "The effect of workforce diversity on organizational performance with the mediation role of workplace ethics: Empirical evidence from food and beverage industry." PLOS ONE 19, no. 7 (July 18, 2024): e0297765. http://dx.doi.org/10.1371/journal.pone.0297765.

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This study examines the effect of workforce diversity on organizational performance in the Ethiopian food and beverage sector. It incorporates workplace ethics as a mediator to explain in detail the complex relationship between workforce diversity and organizational performance. The study uses a quantitative design, in which data is collected from a random sample of 359 employees from stratified random firms. A Structural Equation Model (SEM) result verified the viability of three of the four proposed hypotheses. Organizational performance is not directly affected by workforce diversity. But it directly changes in response to the change in workplace ethics. Besides, workplace ethics mediate the relationship between workforce diversity and organizational performance. This implies a more advanced relationship exists between diversity and performance, involving effects transitions via workplace ethics, than what this study initially proposed. Thus, an approach to improving firm performance involves reinforcing good workplace ethics practices. Organizations can mitigate the negative impact of workforce diversity on workplace ethics by creating a more inclusive and ethical workplace. This includes providing training on diversity and inclusion and promoting a culture of respect and understanding.

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Gordon, Virginia N., and Margaret J. Steele. "The Advising Workplace: Generational Differences and Challenges." NACADA Journal 25, no. 1 (March 1, 2005): 26–30. http://dx.doi.org/10.12930/0271-9517-25.1.26.

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The American workplace today is unlike any other in history because for the first time it is made up of four distinct generations. The advising workplaces on today's college campuses mirror this generational diversity. Four generations and their different perceptions of work attitudes and values, management expectations, communication patterns, and even work hours and dress are addressed in this article. Also discussed are generational preferences for information giving, teaching styles, and advisor-training formats. Suggestions for how advisors and administrators can use this diversity to enrich collaboration between generations are offered. Acknowledging and incorporating the ideas, values, and perceptions that advisors from different generations bring to the advising workplace can have a positive impact on its climate, collegiality, and effectiveness.

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Trenerry, Brigid, and Yin Paradies. "Organizational Assessment: An Overlooked Approach To Managing Diversity And Addressing Racism In The Workplace." Journal of Diversity Management (JDM) 7, no. 1 (March 27, 2012): 11–26. http://dx.doi.org/10.19030/jdm.v7i1.6932.

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Strategies to manage diversity and address racism within organizations are fast becoming routine practice. This is especially important given the demographic compositions of workforces are changing and evidence that racism is commonplace within workplaces and associated with a range of detrimental economic, social and health outcomes. In this paper, we consider organizational assessment as a largely overlooked approach to managing diversity and addressing racism in the workplace. Approaches to organizational assessment in the fields of diversity management and cultural competency are explored and critiqued before turning to a review of organizational assessment tools focused on managing diversity and/or addressing racism. A critical review of the eight tools that met the inclusion criteria led to the formulation of six key principles to guide the selection of organizational assessment tools.. Current organizational assessment tools lack an explicit focus on addressing systemic racism and require further refinement and testing in order to effectively manage diversity and address racism in the workplace.

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Temitayo Oluwaseun Jejeniwa, Noluthando Zamanjomane Mhlongo, and Titilola Olaide Jejeniwa. "Diversity and inclusion in the workplace: a conceptual framework comparing the USA and Nigeria." International Journal of Management & Entrepreneurship Research 6, no. 5 (May 4, 2024): 1368–94. http://dx.doi.org/10.51594/ijmer.v6i5.1090.

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This paper offers a comparative conceptual analysis of diversity and inclusion practices within workplaces in the United States and Nigeria, elucidating the influence of cultural, economic, and legislative factors on these practices. Leveraging an extensive review of existing literature, this study examines the state of diversity and inclusion within corporate settings, identifying pivotal trends, challenges, and opportunities in both countries. The objective is to uncover how diverse societal norms and legislative backgrounds contribute to the shaping of workplace diversity and inclusion initiatives, highlighting the disparities and similarities in their execution and outcomes. The analysis reveals that while both nations acknowledge the value of diversity and inclusion for enhancing organizational performance and innovation, their approaches diverge significantly due to differing cultural imperatives and legal frameworks. In the USA, a robust legal framework and societal pressure towards equality propel sophisticated diversity and inclusion strategies. Conversely, in Nigeria, the evolution of such practices is more gradual, largely influenced by evolving societal norms and an increasing recognition of the economic imperatives for diversity. The paper concludes by presenting a conceptual framework that maps out the critical influences on diversity and inclusion practices in the workplace across both settings. This framework aims to serve as a foundational guide for future research, policy formulation, and practice, offering insights into the optimization of diversity and inclusion strategies in varying socio-economic and cultural contexts. Keywords: Diversity and Inclusion (D&I), Workplace Diversity, Organizational Culture, Unconscious Bias, Leadership Commitment, Inclusive Policies, Employee Engagement, Globalization, Technological Advancements, Intersectionality, Cultural Competence, Strategic Initiatives, Continuous Learning, Data-Driven Insights, Employee Resource Groups (ERGs).

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Nguyen, Colton. "Adapting Organizational Inclusivity Through Empowering Gender-Diversity." International Conference on Gender Research 7, no. 1 (April 18, 2024): 262–69. http://dx.doi.org/10.34190/icgr.7.1.2102.

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With an increasingly diverse workforce, organizational efficiency needs to consider the measurement of sustainability through the empowerment of social identities. When organizational leaders intentionally foster a culture that values their gender-diverse stakeholders, organizational efficiency increases. This article reviews how organizational leaders are able to increase their productivity, efficiency and overall organizational sustainability through adapting to inclusive practices. Sharma (2019) notes that initiatives to enhance diversity, equity, and inclusion can significantly enhance a company's performance, resonating particularly with newer generations of employees who seek meaning and purpose in their work. The organization’s environment has the opportunity to facilitate a stronger stakeholder-focused culture which emphasizes inclusivity. Through the evaluation of Diversity, Equity and Inclusivity principles as well as analyzing the intersectionality of Gender-Diversity, this article highlights how organizational inclusivity must empower its stakeholders. Social Identity Theory presents how individuals are able to thrive through their authenticity. This leads to workplace leaders being presented with the organizational need of adapting to include equitable practices for inclusivity. As social identity is a prevalent part of employee’s psychological-safety, organizations need to measure their efficiency through efforts of inclusivity. Workplaces must value the psychological-safety of all of its stakeholders in order to thrive as an entire organization (Frazier et al.,2017). Current research demonstrates the need for organizations to practice alignment of stakeholders and collaboration for productivity (Zhenjing et al., 2022). However, the gap in current research presents that gender identity is not currently considered as a social identity that needs inclusivity efforts in the workplace. When organizations adapt their practices to enable all stakeholders to thrive through inclusive efforts, overall organizational efficiency increases. Stringer (1999) discusses how the facilitation and implementation of change as part of action research projects can help create systemic changes. This type of change to the systems of the workplace through equitable practices for gender-diversity would create change for future generations in the workplace.

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Raewf, Manaf B., and Yazen N. Mahmood. "The Cultural Diversity in the Workplace." Cihan University-Erbil Journal of Humanities and Social Sciences 5, no. 1 (January 20, 2021): 1–6. http://dx.doi.org/10.24086/cuejhss.v5n1y2021.pp1-6.

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This research paper presents the workplace cultural diversity of a developing country (Iraq) and its role to make the position is better than before. This paper will examine the vision of diversity, diversity in an organization, and the cultural diversity in the workplace, and its role to help the organization in its success. The research methods were used to recognize the importance of cultural diversity, using a framework with specific measures, to evaluate the points of view of administrators and decision-makers in a number of companies in Kurdistan region of Iraq. The researchers concluded that many of the respondents didn’t complain or suffer from racism in their companies in Kurdistan region of Iraq, and many of the respondents believe that their companies encourage the cultural diversity. Also, the researchers recommend that organizations in Kurdistan region of Iraq should organize conferences, meetings, and seminars to encourage the cultural diversity.

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Lajkowicz, Christine. "Teaching Cultural Diversity for the Workplace." Journal of Nursing Education 32, no. 5 (May 1993): 235–36. http://dx.doi.org/10.3928/0148-4834-19930501-13.

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Amaram, Donatus I. "Cultural Diversity: Implications For Workplace Management." Journal of Diversity Management (JDM) 2, no. 4 (October 1, 2007): 1–6. http://dx.doi.org/10.19030/jdm.v2i4.5017.

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The acceptance and management of cultural diversity have been promoted and touted as a positive tool in social and organizational engineering aimed at solving and preventing group dynamics problems in both business organizations and society as well. Positive attributes of cultural integration in business organizations have received fair and significant attention in the past two decades. What have not been sufficiently presented are the challenges and pitfalls inherent in the management of culturally diverse work groups. For the practicing manager, there is a need to know when and where mono- and multi-cultural arrangements may be preferred. This paper reviews relevant research findings that can be used for building effective paradigms in the management of cultural diversity in the workplace.

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Kuwata, Keiko. "Work–Life Balance and Workplace Diversity." Journal of the Mass Spectrometry Society of Japan 69, no. 5 (October 1, 2021): 156. http://dx.doi.org/10.5702/massspec.s21-33.

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Elizabeth, Junie, and Neethika Raveendran. "SOCIAL ACCULTURATION, WORKPLACE INCIVILITY AND DIVERSITY." International Journal of Advanced Research 9, no. 07 (July 31, 2021): 203–8. http://dx.doi.org/10.21474/ijar01/13118.

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The advent and dissemination of technology had made it possible for people to move from one region to another. The movement of people from one geographical area to another resulted in the transfer and exchange of cultures and ways of life. When individuals move from one location to another, they often experience culture shock, given that the culture they are used to is different from the one they have gone to. To adapt, these individuals had to learn and accept the new way of life so as to successfully live and work in a new environment. The process by which an individual acquire, adjusts, and adapts to a new culture is known as social acculturation. In this article, an analysis is made on the impact of social acculturation on the efforts to fight workplace incivility and in the promotion of diversity and inclusivity. The analysis showed that. Through social acculturation, individuals who visited a new environment for the first time experienced acculturative stress. The stress caused those affected to behave in a way that fostered incivility at the workplace. Some of the incivil behaviors expressed by immigrant workers include absenteeism, laziness at work, depression, among others. Social acculturation had also played a role in the assimilation of bad behaviors carried from one culture into a new one by replacing them with the most dominant culture, thus eliminating work-related incivility among new immigrants. Social acculturation had also been crucial in enhancing inclusivity and diversity. Social acculturation enabled the sharing of different cultures through the exchange of food, language, and religion. These cultural phenomenon played important roles in bringing people from diverse backgrounds together, thus fostering diversity and inclusivity regardless among global populations regardless of individual culture and social backgrounds. Acculturation had also played a key role in enhancing globalization which is the most significant arena where diversity and inclusivity play out. By exchanging and adapting to a new culture, people were able to work and live together in peace and harmony.

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Andrulis, Richard, and Rana Sachdev. "Diversity in the Workplace: What’s Missing." International Journal of Diversity in Organizations, Communities, and Nations: Annual Review 9, no. 1 (2009): 175–86. http://dx.doi.org/10.18848/1447-9532/cgp/v09i01/39705.

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Glimmen, Burton. "Workplace Diversity and Ihe Global Economy." Administration in Social Work 24, no. 1 (April 12, 2000): 75–93. http://dx.doi.org/10.1300/j147v24n01_05.

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Hebert, Karen. "Equality and diversity in the workplace." BMJ 329, no. 7467 (September 18, 2004): s116—s117. http://dx.doi.org/10.1136/bmj.329.7467.s116.

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GRENSING-POPHAL, LIN. "Dealing with diversity in the workplace." Nursing 27, no. 9 (September 1997): 78. http://dx.doi.org/10.1097/00152193-199709000-00033.

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Ferran, Ernesto. "Workplace cultural diversity: A manager's journal." Journal of Child and Family Studies 3, no. 1 (March 1994): 1–5. http://dx.doi.org/10.1007/bf02233907.

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Kumagai, Jean. "White Male Physicist Champions Workplace Diversity." Physics Today 51, no. 2 (February 1998): 64. http://dx.doi.org/10.1063/1.882145.

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Lynch, Frederick R. "Managing diversity: Multiculturalism enters the workplace." Academic Questions 5, no. 2 (June 1992): 81–87. http://dx.doi.org/10.1007/bf02683276.

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Walsh, Janet. "Equality and diversity in British workplaces: the 2004 Workplace Employment Relations Survey." Industrial Relations Journal 38, no. 4 (July 2007): 303–19. http://dx.doi.org/10.1111/j.1468-2338.2007.00450.x.

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Wolbring, Gregor, and Annie Nguyen. "Equity/Equality, Diversity and Inclusion, and Other EDI Phrases and EDI Policy Frameworks: A Scoping Review." Trends in Higher Education 2, no. 1 (March 3, 2023): 168–237. http://dx.doi.org/10.3390/higheredu2010011.

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Equity, equality, diversity, inclusion, belonging, dignity, justice, accessibility, accountability, and decolonization are individual concepts used to engage with problematic social situations of marginalized groups. Phrases that put together these concepts in different ways, such as “equity, diversity and inclusion”, “equality, diversity, and inclusion”, “diversity, equity and inclusion”, “equity, diversity, inclusion, and accessibility”, “justice, equity, diversity, and inclusion”, and “equity, diversity, inclusion, and decolonization” are increasingly used, indicating that any one of these concepts is not enough to guide policy decisions. These phrases are also used to engage with problems in the workplace. Universities are one workplace where these phrases are used to improve the research, education, and general workplace climate of marginalized students, non-academic staff, and academic staff. EDI policy frameworks such as Athena SWAN and DIMENSIONS: equity, diversity, and inclusion have been also set up with the same purpose. What EDI data are generated within the academic literature focusing on EDI in the workplace, including the higher education workplace, influence the implementation and direction of EDI policies and practices within the workplace and outside. The aim of this scoping review of academic abstracts employing SCOPUS, the 70 databases of EBSCO-HOST and Web of Sciences, was to generate data that allow for a detailed understanding of the academic inquiry into EDI. The objective of this study was to map out the engagement with EDI in the academic literature by answering seven research questions using quantitative hit count manifest coding: (1) Which EDI policy frameworks and phrases are mentioned? (2) Which workplaces are mentioned? (3) Which academic associations, societies, and journals and which universities, colleges, departments, and academic disciplines are mentioned? (4) Which medical disciplines and health professionals are mentioned? (5) Which terms, phrases, and measures of the “social” are present? (6) Which technologies, science, and technology governance terms and ethics fields are present? (7) Which EDI-linked groups are mentioned and which “ism” terms? Using a qualitative thematic analysis, we aimed to answer the following research question: (8) What are the EDI-related themes present in relation to (a) the COVID-19/pandemic, (b) technologies, (c) work/life, (d) intersectionality, (e) empowerment of whom, (f) “best practices”, (g) evaluation and assessment of EDI programs, (h) well-being, and (i) health equity. We found many gaps in the academic coverage, suggesting many opportunities for academic inquiries and a broadening of the EDI research community.

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Sarkar, Anita. "How to build an inclusive workplace." Human Resource Management International Digest 23, no. 7 (October 12, 2015): 34–37. http://dx.doi.org/10.1108/hrmid-07-2015-0130.

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Purpose – Describes the role of HR in creating an inclusive workplace. Design/methodology/approach – Explains how organizations can build an inclusive workplace that addresses the diverse needs of different employee groups. Findings – Shows that affirmative action is an important first step toward managing diversity, but successful management of diversity goes beyond merely complying with the letter of the law. Practical implications – Advances the view that scholarship programs for minority members, diversity scorecards, mentoring programs, language assistance, diversity councils and support from relevant stakeholders can go a long way in ensuring an inclusive work environment. Social implications – Argues that the effective management of diversity is a business and social imperative. Originality/value – Provides insights into how organizations can effectively manage workplace diversity.

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Udoyiu, Udoyiu E., and Washington B. Uko. "Leveraging on Diversity in Nigeria’s Workforce: Strategies for Inclusion and Equality." International Journal of Research and Innovation in Social Science VII, no. VII (2023): 994–1004. http://dx.doi.org/10.47772/ijriss.2023.70777.

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Nigeria is blessed with diversity. Diversity in Nigeria’s workplace ranges from socio-cultural differences, geographic, age, learning style, personality traits, gender, language, education, ethnicity, and religion among others. It is however incumbent on organizations that want to gain competitive advantage to widen their perspective on workplace diversity and diversity management. Management must consciously ensure that diversity management is part of its routine operations. However, DEI compliance in Nigeria’s workplace is worrisome. Organizations and government civil/public service discriminate in terms of recruitment, promotions and placements. It has become pronounced that to get employment in a number of organizations, it is now a matter of ‘who you know’, not necessarily ‘what you know or the qualifications and experience you possess’. This paper therefore studied workplace diversity in Nigeria, in a bid to propose strategies for promoting equality and inclusion. The researchers adopted historical and descriptive research methods; hence data were gathered from mostly secondary sources such as scholarly journal articles, and textbooks among others. The researchers’ workplace experiences were also brought to bear in this paper. It was discovered among others that Cox’s individual, group/intergroup as well as organizational levels of diversity hold swear in Nigeria’s workplace; only 35% of Nigeria’s leading companies have at least a tolerable level of diversity, equity and inclusion. A number of strategies recommended among others include; enacting a strong legal framework that governs DEI practices and compliance in the workplace; inclusive leadership and unconscious biases training; relationship building; flexible work model.

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Journal articles on the topic 'Diversity in the workplace'

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