Dissertations / Theses on the topic 'Diversity Management'
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Alexandre, Cesar da S. "Diversity management : a philosophical deliberation." Thesis, Cape Technikon, 2004. http://hdl.handle.net/20.500.11838/1007.
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Thesis (MTech(Business Administration)--Cape Technikon, Cape Town, 2004My central thesis is, that certain social systems and cultures have supported modern economic growth and human progress, whereas others have not. Countries and, winning organizations that have been able to jump ahead out of the laggard have done so, because they developed a conquering culture of rigor and work, removed from the influences of invisible forces. The world at the beginning of the twenty first century is still, divided between the few who are rich and powerful and the many who are poor and powerless, between the free and the oppressed. Traditional'explanations like imperialism, dependency, colonialism and racism are no longer adequate after so many decades. Increasingly researchers are reasoning that the principal reason why some countries and ethnic groups are better off than others lies in cultural values and beliefs and attitudes, which powerfully shape political, economic and social performance, and share the view that value and attitude change is indispensable to progress for those who are lagging. There is a methodological difference between myself and some people who are consistently uncritical of the values and attitudes of a culture, and think people ought to resign themselves to economic and social values that condemn them to poverty and subservience, in the name of cultural purity. The power of cultural values, beliefs and attitudes to promote or resist progress has been largely ignored. Culture is a significant determinant of a nation's ability to prosper, because it shapes individual's thoughts and behaviours, and the way individuals think about progress.
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Jeebe, Hans-Jürgen. "Diversity Management in IT-Projekten." Doctoral thesis, Vysoká škola ekonomická v Praze, 2008. http://www.nusl.cz/ntk/nusl-76810.
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The PH.D. thesis deals with the concept of diversity management in the field of IT project management. It is based on the extensive empirical research. The findings and conclusions enable to adapt and implement concrete actions in the organizational context.
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Reim, Daphne [Verfasser]. "Diversity und Diversity Management ehrenamtlich engagierter älterer Menschen / Daphne Reim." Hamburg : Helmut-Schmidt-Universität, Bibliothek, 2020. http://d-nb.info/1204030219/34.
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Erdönmez, Mukader. "Cultural diversity management as core competence : an integrated model for managing workforce diversity /." [S.l. : s.n.], 2004. http://www.gbv.de/dms/zbw/47079576X.pdf.
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Wang, Shan. "Top Management Team Functional Diversity and Management Forecast Accuracy." Thesis, University of Oregon, 2015. http://hdl.handle.net/1794/19239.
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Prior literature documents that the diversity of top management team (TMT) functional experiences enhances firm performance through its effect on information processing and sharing between team members. In this study, I examine whether TMT functional diversity affects management forecast accuracy via the information aggregation and communication among top executives. If functional diversity among individuals allows top executives to better process and share information, a greater degree of functional diversity should lead to more accurate management forecasts. TMT functional diversity can take two forms. The first, between-member functional diversity, refers to the heterogeneity in the primary functional domains of each TMT member, and the second, within-member functional diversity, refers to the average intrapersonal breadth of functional experiences of each TMT. I find that both types are positively associated with management forecast accuracy. In cross-sectional analyses, I find that the effect of TMT functional diversity is more important for firms with greater uncertainty and complexity and for firms that are led by CEOs and CFOs who are narrow functional specialists. Collectively, the results suggest that TMT functional diversity plays an important role in management disclosure, thereby shedding light on how the knowledge composition of top management influences the aggregation and communication of financial information.
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Chola, Zolani. "Diversity management practices at Lovedale College." Thesis, Nelson Mandela Metropolitan University, 2014. http://hdl.handle.net/10948/d1021163.
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The global working environment has altered dramatically over the last decade and in particular, the workforce has begun to consist of many diverse individuals. The world has become a global marketplace, with boundaries between countries becoming increasingly vague and permeable. Advances in technology and the advent of a global economy have brought people from different countries closer together. Globalisation has precipitated many challenges in modern organisations, and one of these challenges is workforce diversity. Workforces in organisations differ in terms of gender, age, race, ethnicity and sexual orientation. Globally, countries are faced with the spiralling challenge of skills shortages and there is an expanding competition for skilled workers, specifically for those who possess scarce skills. This leads to an expatriation of skills, creating a natural increase in workforce diversity that expands beyond local ethnicity and language. This affects all organisations, including academic institutions such as universities, universities of technology and public further education and training colleges. Given this challenge organisations, educational institutions and other entities are investigating ways to better deal or serve their constituents. Lovedale PFET College is a public further education and training college that provides skills to young South Africans, specifically vocational related skills. The main research problem of this study was to identify the recommended diversity management best practices that characterise effective organisations and determine the extent to which these practices are applied at Lovedale PFET College. In order to address the problem, a theoretical study was conducted which focused on identifying the recommended diversity management best practices. In addition, interviews were conducted with managers at Lovedale College to gain an understanding of their perspective on diversity management. Based on the combined main points gleaned from theory and the interviews, a questionnaire was developed and administered to both academic and support staff at Lovedale PFET College to obtain their perceptions of the diversity practices and outcomes at the college. The results of the survey revealed that Lovedale PFET College could improve on the implementation of best practices in diversity management. Specifically, attention could be given to diversity education and training, and diversity management policies and procedures.
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Wolters, Janneke Marjolein. "The best practices of diversity management." Master's thesis, Vysoká škola ekonomická v Praze, 2014. http://www.nusl.cz/ntk/nusl-193438.
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This thesis describes and analyses diversity management and its best practices (with the focus on nationalities and cultures). The central question in this research is: 'what are the essential elements of diversity management to effectively manage diversity within organizations?' Via desk- and field research (interviews and questionnaires) information is obtained to answer this question and other sub questions of the thesis. Nowadays, organizations have to adapt themselves to a rapidly changing environment, both internal and external. Companies have to deal with a continuously evolving labor- and sales market, which is the result of various factors, including the changing demographic composition and globalization. Organizations cannot longer ignore diversity and should take it into account, to ensure that the company will not face any future problems related to recruiting, efficiency, innovation, growth, et cetera. Based on the conducted research, it became clear that implementing diversity management consists out of several stages, namely: 1. Establish diversity council and appoint diversity contact officer who together bear the main diversity responsibilities; 2. Previous diversity initiatives should be visualized; 3. Organizational data must be collected; 4. Diversity strategy and priority areas must be set up (inclusive organizational culture, management support and awareness & commitment); 5. Establish diversity policy (allowance of country-by-country deviations) and 6. Define diversity tools (recruitment, training, mentoring & coaching, career development, linkage diversity & performance, benefits/other factors and partnering with external bodies). During these different stages, it is important to communicate with all employees, since this will create support, awareness and commitment to diversity. After the process has been completed, it is important to monitor and evaluate the diversity vision, policy and tools. Main conclusions that can be drawn from the research are the following: 1. Diversity brings more advantages than disadvantages; 2. Management team diversity is of great importance; 3. Inclusive organizational culture is essential; 4. Diversity management must be integrated and 5. Attractiveness of diversity management should be promoted. In addition, the conducted research made clear that companies should spend more time and energy to diversity management and they should really focus on their 'ability to execute', since this will bring many advantages and will avoid future problems.
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Scarpi, Federica <1993>. "Il Diversity Management nel contesto aziendale." Master's Degree Thesis, Università Ca' Foscari Venezia, 2018. http://hdl.handle.net/10579/12657.
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Il mio elaborato vuole scoprire i modi in cui la gestione della diversità può portare un team aziendale a migliorare l'efficienza e ottenere risultati migliori nel lavoro, evidenziando e confrontando tutti gli aspetti, positivi e negativi, della materia. Mira a cercare di capire se la diversità sul posto di lavoro sia una questione che contribuisce veramente in maniera positiva al risultato finale dell’organizzazione. Segue l’ approfondimento riguardo il tema della diversità di genere, analizzando in che termini questa è presente all’ interno delle aziende e come il risultato finale di un’organizzazione può essere positivo o addirittura migliore grazie ad un’elevata presenza di donne al suo interno. Questa parte di studio vuole focalizzarsi soprattutto sul contesto italiano, ancora arretrato in materia, e far notare come il modello gestionale basato sulle pari opportunità sia ancora in fase iniziale. In seguito verranno rivelati degli esempi concreti in cui l'impatto delle donne all’interno delle organizzazioni fa la differenza in una comunità di lavoro e contribuisce positivamente al risultato desiderato, attraverso delle interviste semi-strutturate.
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Lederle, Sabine. "Die Ökonomisierung des Anderen : eine neoinstitutionalistisch inspirierte Analyse des Diversity-Management-Diskurses /." Wiesbaden : VS, Verl. für Sozialwiss, 2008. http://d-nb.info/985505125/04.
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Pavúková, Marianna. "Management diverzity nadnárodnej IT spoločnosti." Master's thesis, Vysoká škola ekonomická v Praze, 2012. http://www.nusl.cz/ntk/nusl-149922.
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This thesis deals with the theme of diversity and its management, explains its significance and importance in today's dynamic times, historical development, legislative support, its benefits and costs to a company. It further describes the concept of gender, women's position in the labor market and the presence of women in the IT business. Thesis includes an analysis of diversity policies and strategies in multinational IT company and a research on this topic among Czech employees.
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Sandner, Dominik. "Diversity Management : Vielfalt als Ressource; betriebswirtschaftliche Begründungen /." Saarbrücken : VDM, Müller, 2006. http://deposit.d-nb.de/cgi-bin/dokserv?id=2871757&prov=M&dok_var=1&dok_ext=htm.
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Sandner, Dominik. "Diversity Management Vielfalt als Ressource ; betriebswirtschaftliche Begründungen." Saarbrücken VDM, Müller, 2004. http://deposit.d-nb.de/cgi-bin/dokserv?id=2871757&prov=M&dok_var=1&dok_ext=htm.
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Nguyen, Ho Dac Duy. "Strategic path diversity management across internet layers." Electronic Thesis or Diss., Sorbonne université, 2018. https://accesdistant.sorbonne-universite.fr/login?url=https://theses-intra.sorbonne-universite.fr/2018SORUS104.pdf.
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Nous présentons dans cette thèse de nouveaux protocoles de routage capables de prendre en compte des aspects stratégiques lorsqu’il s’agit de choisir le chemin à emprunter et ce à l’échelle du réseau de communication Internet. Le point de vue adopté dans cette étude est que les nouvelles architectures de routage donnent aux réseaux et aux applications une plus grande diversité de chemins, ce qui leur permet de choisir plus rationnellement leur stratégie lorsqu'ils décident le chemin à suivre pour transférer leur trafic, en tenant compte des coûts opérationnels ainsi que des objectifs de performance. Nous présentons des comportements améliorés au noyau décisionnel de trois protocoles de routage, le protocole BGP (Border Gateway Protocol), le protocole LISP (Locator / Identifier Separation Protocol) et, dans une moindre mesure, le protocole MPTCP (Multipath TCP). Pour chaque cadre protocolaire, nous présentons comment les stratégies de routage peuvent être déterminées, sélectionnées et réellement exploitées par des systèmes réels, en appliquant également les concepts de la théorie des jeux non coopératifs, en évaluant l’impact des solutions de routage en termes de coûts opérationnels et de performances réseau. La thèse adopte une méthodologie expérimentale permettant de tester et d'évaluer les propositions via des simulations réalistes et la mise en œuvre et l'observation réelles de systèmes réels. La plupart des résultats sont reproductibles grâce à la publication du code sourceWe present in this thesis novel routing protocols able to take into consideration strategic aspects when deciding which path among many to take, and that at the Internet communication network scale. The standpoint adopted in this study is that novel routing architectures are exposing a higher path diversity to networks and applications so that networks and applications can be made capable to more intelligently select their strategy when selecting toward which path to forward their traffic, taking into consideration operational costs as well as performance goals. We present enhanced behaviors to the decision-making core of three routing protocols, the Border Gateway Protocol (BGP), the Locator/Identifier Separation Protocol (LISP) and, at a minor extent, the Multipath TCP (MPTCP) protocol. For each protocol framework we present how routing strategies can be computed, selected and actually operated by real systems, also applying concepts from non-cooperative game theory, evaluating the impact of the routing solutions in terms of operational costs and network performance. The thesis adopts an experimental methodology willing to experiment and evaluate proposals via realistic simulations or actual implementation and observation of real systems. Most of the results are made reproducible by open sourcing the corresponding code
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Maier, Barcroft Kerstin. "Diversity management and the political economy of policing." Thesis, University of Stirling, 2014. http://hdl.handle.net/1893/21788.
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Diversity management and diversity training have been part of the standard management repertoire for several decades, and have recently received fresh impetus in the UK through the Equality Act 2010. The Police Services in England and Wales and in Scotland have further reasons to ensure the fair treatment of their own workforces and equality in their dealings with the public since the Macpherson Inquiry and the subsequent revelations relating to the Stephen Lawrence case. For the Police Service, diversity is particularly crucial as it forms a key element of public legitimacy and therefore impacts upon the very principle of ‘policing by consent’, the foundation of British policing (Jackson et al. 2012). However, diversity policies and diversity training tend to be viewed narrowly and used as a decontextualised medium to reduce racism (and other ‘isms’), seen as fulfilling their purpose regardless of the political and occupational context. This thesis, in contrast, suggests that there is a need to examine diversity management and diversity training, not only within an organisational context, but also within the broader political economy into which it is introduced and in which it is implemented. Tracing the various aspects that make up the political economy of policing, the thesis outlines social, economic, legal and political influences, as well as the occupational culture of the police and its emotional ecology. Given the longitudinal design of the research, and the profound changes that have occurred to the political economy of policing over a relatively short time, the thesis is able to examine the impact of these changes on diversity practices within the Police Service of Scotland. Longitudinal data collected at two points in time, 2008/9 and 2013 – straddling not only the introduction of the Equality Act 2010, but also the creation of a single Police Service in Scotland, amongst other changes – suggests that significant changes have occurred to diversity training and diversity professionals, as well as to the ways in which diversity is managed. Using the notion of emotional spaces, diversity training in particular reveals complex interactions in the context of the changes, exposing the tensions police officers and police staff are currently experiencing. Drawing on the analytical framework of emotional ecology, it is argued that in addition to other changes to the political economy of policing, diversity training courses reflect demands for the police to be more open, sensitive and collaborative, by challenging and ‘opening up’ the emotional ecology of the police during training. Interviews and longitudinal observational data suggest that this process has intensified greatly since the creation of Police Scotland, thereby placing competing demands on officers to consolidate the new with the conventional emotional ecology of the police.
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Süss, Stefan. "Die Institutionalisierung von Managementkonzepten Diversity-Management in Deutschland." München Mering Hampp, 2009. http://d-nb.info/99317843X/04.
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Watrinet, Christine. "Indikatoren einer diversity-gerechten Unternehmenskultur." Karlsruhe Univ.-Verl. Karlsruhe, 2007. http://d-nb.info/987860747/04.
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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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Jonsson, Anneli, and Dhakshayene Holmgren. "Cultural diversity in organizations : A study on the view and management on cultural diversity." Thesis, Umeå universitet, Företagsekonomi, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-74452.
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Cultural diversity is a subject that has been getting growing attention not just internationally but also in Sweden in the 21st century. The globalization of economies and the migration has dramatically increased opportunities while also affecting organizations in a manner that it requires it to be more open and accommodative towards a heterogeneous working environment. Unfortunately many companies do not see the advantages that cultural diversity could bring and how a well managed cultural diversity could essentially achieve competitive edge in the market. Therefore there is little to be found regarding how organizations today view and manage a culturally diverse workforce, especially in a Swedish working environment. The lack of this typeof research in a Swedish context creates a possible research gap and leads to this study ininvestigating the organizations in Västerbotten and their view and management of cultural diversity. Thus the research question: How do Swedish organizations view and manage cultural diversity? In order to gain insights to this question, previous research has been investigated and some main theories have been selected. Through this it has been found that cultural diversity is a complex subject that can bring both positive and negative effects to an organization. These are in turn affecting how cultural diversity is viewed by that organization. Furthermore, this view affects how cultural diversity is managed, and the management in turn affects the result this concept brings to the company. This in turn has been represented in a theoretical model representing the relationship between these concepts. The main theory that is used throughout thenstudy and in analyzing the empirical data is Adler’s approaches to answer the research question. This study takes view of interpretivism and constructionism as its philosophical stance. This has led to the choice of conducting a qualitative research approach with mixed method that is a combination of both the deductive and inductive way of collecting data. The research is conducted through multiple case study design with semi structured interviews as the way of gaining empirical data. These interviews have been conducted on seven organizations within Västerbotten that represents different types of industries within this region. As it is shown in this study the cultural diversity is viewed in a positive way and managed to achieve synergy within the organizations in Västerbotten. The firms believe that in order to develop and gain competitive advantage, they need to accommodate cultural diversity and create an atmosphere that is open and flexible. Still most of the firms lack the holistic view as they fail to articulate diversity at the strategic level and consequently in all dimensions of the organization.In addition the study has also identified different influential factors of cultural diversity, such as the geographical location, organizational culture, cultural diversity leading to cultural diversity, customers’ diversity and managers’ perspectives affects the existence of cultural diversity within an organization. These findings have been presented in the developed analytical model in the conclusion.
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Aigare, Annija, Tsvetelina Koyumdzhieva, and Petrocelia Louise Thomas. "Diversity Management in Higher Education Institutions: Key Motivators." Thesis, Högskolan i Jönköping, Internationella Handelshögskolan, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-15555.
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Problem and Purpose – Diversity management, a subject of increasing interest over the last three decades in the business context, is even more relevant to higher education institutions, where diversity is present both in the supplier and customer side. In addition to general organisational improvements, most of the benefits arguably derived would have a direct impact on the cognitive processes such as problem-solving, creativity and learning, which are the core of the university reason for existence, being a centre for knowledge creation and transfer. However, the existing research covering diversity and its management in this particular organisational setting is very scarce. This paper aims to fill some of this gap. The purpose of this study is to identify the key motivators for ethnic diversity management in higher education institutions and the perceived benefits derived. Method – The investigation took the form of in-depth structured interviews conducted through e-mail, policy document analysis and website reviews of four selected higher education institutions. Pattern matching (Yin, 1994) was employed as the mode for data analysis. Findings – Ethnic Diversity Management was present in all units, however, it went beyond just the business case to include social justice view and other aspects. The HEIs studied were found to either manage diversity for purely ethical reasons, be motivated by a combination of moral considerations and perceived performance improvements, or completely culturally embrace diversity in the environment with less designated initiatives of diversity management, dependent on a range of variables present in each institutions related to their perceptions, goals and environment. Hence, both the social justice case and business case were concluded to be strong motivators for diversity management in the higher education context. Originality/value – The paper highlights various DM initiatives, strategies as well as observed effects, hence solidifying the arguments for recognizing and managing diversity and the link between well managed diversity and performance in various aspects, both in business and higher education context. The study is expected to make a contribution to knowledge by assisting in providing information on key motivators for DM in HEIs and is intended to be an elementary supplement for scholarly discourse in management science, and particularly DM in the HEI context.
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Peters, Björn A. "Managing diversity in intergovernmental organisations." Wiesbaden VS, Verl. für Sozialwiss, 2007. http://d-nb.info/985942053/04.
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Kos, Lukáš. "Návrh efektivního diversity managementu ve vybrané firmě." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2014. http://www.nusl.cz/ntk/nusl-224366.
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The aim of the thesis is to propose measures for the effective application of diversity management which will lead to improvements in the working environment and to enhance the performance of the company. The first part summarizes the current knowledge about the diverse composition of employees in companies. To solve the research task will be use a number of research methods, especially the questionnaire, semi-structured interviews and document analysis.
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Martin, Vivien. "Diversity and integration in management education and development." Thesis, University of Surrey, 1998. http://epubs.surrey.ac.uk/804478/.
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Nyandeni, Bonginkosi Theodore. "Diversity management for multinationals operating in South Africa." Thesis, Stellenbosch : Stellenbosch University, 2014. http://hdl.handle.net/10019.1/96208.
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Thesis (MBA)--Stellenbosch University, 2014.South Africa is regarded as a developing economy which means there is a great potential for growth in the years to come. This has attracted attention of multinationals to set up operations in South Africa so as to benefit from growth opportunities. Setting up operations for multinationals present risks and one of these risks revolves around attracting and retaining talented personnel. Multinational and local organisations rely on local talented managers to oversee operations for them to be competitive. The talent they all seek resides in different races, age groups, gender, culture, sex orientation, and religion which make the pool diverse. To effectively manage talent an organisation need to manage diversity. It therefore follows that managing diversity and managing talent is related. If talent is not managed correctly the impact is felt in the organisations. It was on this relationship that this study was formulated. The study is conducted within a multinational that operates in the energy sector and is one of the leading oil majors in the world. The study was limited to South Africa organisation of a multinational. The organisation chosen for the study is struggling to retain key personnel although having the best programs in place such as graduate programs and diversity and inclusiveness programs. The study’s objective was to investigate who (group) is likely to leave an organisation and also gain an understanding which diversity management element had an influence on personnel’s decision to leave an organisation. The findings of the study highlighted that middle management, namely males with less than 10-2 years of service and aged 49-30 years, are likely to leave the organisation. This group in the survey showed to be mostly dissatisfied. The study also revealed that the diversity element that is resulting in people leaving the organisation was that of, not feeling free to speak their mind in the organisation and also doubt about having equal chances to grow and develop in the organisation. The frustration of not being heard and not able to make changes through new ideas results in them seeking employment outside the organisation. The study further highlighted that the other element that results in people leaving the organisation is around compensation. Personnel having a view that compensation is not enough seek alternative employment to improve their income. The limitation of the study was that it took a snapshot of what is currently happening in a specific organisation. The study did not evaluate programmes already implemented and project the outcome in future. There is an opportunity of a further study looking at and predicting whether the programmes and reforms currently being implemented will yield positive results in future around diversity management.
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Köllen, Thomas. "Bemerkenswerte Vielfalt Homosexualität und Diversity-Management ; betriebswirtschaftliche und sozialpsychologische Aspekte der Diversity-Dimension "sexuelle Orientierung"." München Mering Hampp, 2009. http://d-nb.info/999214837/04.
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Köllen, Thomas. "Bemerkenswerte Vielfalt: Homosexualität und Diversity Management : betriebswirtschaftliche und sozialpsychologische Aspekte der Diversity-Dimension 'sexuelle Orientierung' /." München ; Mering : Hampp, 2010. http://deposit.d-nb.de/cgi-bin/dokserv?id=3406760&prov=M&dokv̲ar=1&doke̲xt=htm.
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Raitl, Kerstin. "Managing Cultural Diversity Optimierung der Zusammenarbeit in multikulturellen Arbeitspartnerschaften unter Verwendung des "Diversity Optima Konzepts" /." St. Gallen, 2009. http://www.biblio.unisg.ch/org/biblio/edoc.nsf/wwwDisplayIdentifier/06608756101/$FILE/06608756101.pdf.
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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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Michielsens, Elisabeth. "Contextualising diversity management : challenging the effectiveness of the business case." Thesis, University of Westminster, 2016. https://westminsterresearch.westminster.ac.uk/item/9zq9z/contextualising-diversity-management-challenging-the-effectiveness-of-the-business-case.
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This PhD challenges, through the discussion of eleven publications, the effectiveness of the employer-led ‘business case’ to achieving greater equality and diversity in organisations and highlights the need for a systemic and contextual approach through inclusion of employee voice. The absence of employee participation in building diversity strategies leads to inconsistent initiatives whose relevance and impact are not shaped or interrogated by relevant groups in their specific contexts, undermining effectiveness. These publications, mainly based on qualitative case-study research, discuss diversity management from a sectoral or organisational perspective, focusing on ‘good practice’ analysis, whilst also critiquing this concept. The earlier publications show that the structural and cultural barriers to female employment in the male-dominated construction sector impact the participation of other disadvantaged groups. They also discuss the impact of social class and the effectiveness of inclusion strategies for disabled workers, as well as the positive influence of collective employee voice on conflict management in organisations. The later publications look at diversity management from a management perspective; within specific sectoral contexts, mostly male-dominated (e.g. science, technology, engineering, mathematics and medicine (STEMM)). The sectoral analysis highlights the importance of employment context (sector, occupation, organisation, job role) in the understanding and implementation of equality and diversity. The publications show the limitations of employer-led diversity management initiatives, which fail to break down entrenched structural and cultural barriers. These barriers are shaped by organisational expectations of employees’ availability in terms of working time and place, and adaptability to set ways of working. The business case approach does not change these expectations, and leads to a narrow interpretation of diversity and target populations, dominance of employer voice in discourse and actions, lack of contextualised multi-level implementation of diversity measures, the singularity of business benefit as driver and lack of diversity monitoring to support decision making, therefore explaining the lack of progress in equality and diversity. Employee participation is weak in terms of depth and scope, with evidence only of topdown communication. Where collective employee participation is increased, diversity management is improved through enhanced contextualisation and more systemic implementation, reducing barriers to equality and diversity.
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Smith, Rachele Judith. "Effective diversity management : questionnaire and action research studies exploring theoretical and practical models for improving diversity management and its outcomes within organisations." Thesis, Kingston University, 2012. http://eprints.kingston.ac.uk/24839/.
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Within a complex global marketplace, achieving cultural diversity within organisations, and managing it effectively, is a challenge. Despite high capital expenditure on diversity management initiatives, research shows programmes have been ineffective in yielding significant positive outcomes. This raises two questions. The first is: ‘Why do organisations continue to invest in diversity management if it is not effective?’ The second is: ‘Why are diversity management practices not effective?’ Answers to both questions are sought, and improvements which can be made and sustained are explored. It is written for professionals with responsibility for diversity management. They include board members, human resource professionals, equality, diversity and inclusion practitioners, and corporate responsibility professionals. They have been charged with overseeing diversity management, and require greater knowledge and strategic savvy in order to meet their objectives. The main question of this thesis is: ‘How can diversity management effectiveness be improved within a complex global marketplace?’ Three studies critically explore the relationship between the quality of institutional management culture and the effectiveness of the diversity management practices. The first, a questionnaire study, explores the causal relationship between a variety of independent variables and their effect on diversity management. The second and third are exploratory and descriptive action research case studies, examining the effects of a democratic and participative system of institutional governance on the effectiveness of diversity management. This thesis contributes to diversity management literature by highlighting, and suggesting how to overcome institutional ethoi which run counter to the principles of equality, diversity and inclusion, thus creating barriers reducing the effectiveness of diversity management initiatives. This knowledge will enable researchers and practitioners to understand more fully institutional root causes impeding development, and how to challenge them effectively. It will also assist in developing effective diversity strategies outside of the Anglo-American context within which this HRM practice began.
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Schulz, André. "Strategisches Diversitätsmanagement Unternehmensführung im Zeitalter der kulturellen Vielfalt." Wiesbaden Gabler, 2009. http://d-nb.info/993786847/04.
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Bhappu, Anita Diana 1969. "Diversity, teams, and technology." Diss., The University of Arizona, 1999. http://hdl.handle.net/10150/288946.
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Although it is often anticipated that demographic diversity in decision-making teams will enhance decision quality because individuals will offer unique perspectives, there is little empirical support for this hypothesis. Diverse work teams usually suffer from poor communication and are prone to conflict because individuals are so different from each other. My dissertation research tries to better understand how demographic diversity affects individuals in teams by examining the team decision-making process in depth. I study the intervening process variables of conflict and miscommunication, as well as the outcome variables of team identity and decision quality. I also examine how communication media affect individuals in these same teams. I conducted a field experiment. Subjects were assigned to conditions based on their actual roles in an organization. Using a balanced 2 x 2 design, I constructed demographically diverse and homogenous work teams along the dimensions of organizational function, racial-ethnic minority status, and sex. Teams communicated face-to-face or using computer-mediated communication technology. Results indicate that demographic diversity has both a positive and a negative effect on the ability of individuals to identify with their team and to negotiate higher quality decisions. Results also show that when teams' communication was computer mediated, individuals in these teams had weaker team identity and lower decision quality. An intervening process theory involving miscommunication and conflict is supported.
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Vold, Else Marte. "Management Effects on Low-Herb Diversity in Outlying Grasslands." Thesis, Norges teknisk-naturvitenskapelige universitet, Institutt for biologi, 2013. http://urn.kb.se/resolve?urn=urn:nbn:no:ntnu:diva-21410.
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During the past century there have been vast changes in land use, which have led to succession processes in outlying lands. As a consequence, species-rich semi-natural grasslands are disappearing and many of their associated species have become threatened with extinction. For targeted and successful conservation of these species, it is important to identify the ecological factors determining their distribution and abundance. The aim of this study was to reveal effects of different management types on the distribution and abundance of rare low-herb species, while controlling for vegetation type, moisture and pH. A case study was performed at Brekken, an upland outlying landscape in Norway. Seven study species were chosen; three Botrychium species (B. lunaria, B. boreale, B. lanceolatum), three gentian species (Gentiana nivalis, Gentianella campestris, Gentianella amarella) and one orchid (Nigritella nigra). Species observations were obtained by distance transect sampling. Within transects, present vegetation was recorded as intervals of distinct types, and moisture and pH was measured and used in characterization of vegetation types. Using generalized linear models and generalized linear mixed models, density and probability of occurrence was modeled in response to management (mowing, grazing and abandonment) and vegetation types. For all species in total, both the density and the probability of occurrence is higher in grazed areas than in mown and abandoned areas, and their habitat ranges are wider in the grazed area. From models fit per species, the gentian species show higher density or probability of occurrence in mown areas. Most of the studied species were shown to be at highest density and/or have highest probability of occurrence in low-grown grassland vegetation. Such grasslands are products of land use, and therefore management effects are in some species analyses assumed to be masked within significant effects of vegetation types. In restoration and conservation, type of management should be determined specifically for each site, based on local land use history and the overall conservation aim.
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Köllen, Thomas. "Intersexuality and Trans-Identities within the Diversity Management Discourse." Springer, 2016. http://dx.doi.org/10.1007/978-3-319-29623-4.
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Within both the scientific discourse on workforce diversity, and diversity management practice, intersexuality and transgender issues have hitherto remained marginalized topics. This chapter gives an overview of the discourses on both phenomena, and proposes starting points for more inclusive organizational diversity management initiatives. It is shown that both topics represent different aspects of the category of "gender". The common practice of conceptually lumping together intersexuality, transgenderism, and sexual orientation can be seen as one important reason that intersexuality and transgenderism are rarely considered in organizational diversity management programs in terms of concrete action. Against this background, a modified, and more integrated approach to structuring the workforce alongside the different dimensions of diversity is proposed. It is shown that the categories of "biological sex and gender", "gender identity", and "sexual orientation" cannot be regarded as being separate from each other. They represent, rather, an interrelated organizational field of action that should be considered as being one interrelated topic for organizational diversity practices. This chapter derives this claim theoretically and discusses the consequences for organizational diversity management practices. For most organizations, this would mean a fundamental rethinking of their goals, in terms of workforce diversity, and the shaping of their diversity management programs.
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Fischerová, Adela. "Diversity management in a subsidiary of a multinational corporation." Master's thesis, Vysoká škola ekonomická v Praze, 2013. http://www.nusl.cz/ntk/nusl-198678.
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The main objective of this thesis was to analyze the diversity management in a chosen company from the management's perspective. Also the main goals, values and activities of this system were analyzed. The chosen company is an IT global company that has subsidiaries all around the globe; these subsidiaries each have their own small, local adaptation of diversity management. After the diversity management was analyzed from the company's perspective, the other objective was to analyze the perception of its employees. These two outputs were compared to each other afterwards and key findings were discussed. Quantitative methods, which were partially supported by own experience in the company, as well as informal interviews with its employees, were used for the research. A quantitative research with 93 respondents proved that the diversity strategy in the company is developed, however still some room for improvement has. In the end of the thesis recommendations, based on a SWOT analysis were carried out.
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Dhan, Singh Dhami Manee Chaiteeranuwatsiri. "Teacher perceptions of diversity management in Nepalese primary schools /." Abstract, 2007. http://mulinet3.li.mahidol.ac.th/thesis/2550/cd400/4838018.pdf.
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Flaming, Yeats Lindsay. "Organizational Assessment of Diversity and Inclusion." Thesis, Pepperdine University, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10843006.
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This study outlines the research methods and findings of an assessment performed to evaluate an organization?s diversity and inclusion climate. A survey was conducted with 67 of 81 of the organization?s employees, followed by 15 interviews, and six focus groups. The study found this organization to be very diverse and to place a high value on the importance of Diversity and Inclusion (D&I) to its performance. However, there are limited formal D&I structures currently in place. A comprehensive D&I management strategy integrated with the organization?s business strategy will be critical to supporting achievement of its mission. This organization plays a unique role in bridging the gap between diverse student populations and more homogeneous tech corporations. Given this, the organization embodies the complexity of D&I challenges that many organizations must face in creating an inclusive culture in order to increase retention, job satisfaction, engagement, and performance.
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Vican, Shawna Bowden. "Defining Diversity: Professionals and Institutionalization Processes." Thesis, Harvard University, 2015. http://nrs.harvard.edu/urn-3:HUL.InstRepos:14226058.
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This dissertation is a qualitative study of the field of corporative diversity management, based on in-depth interviews with diversity managers and human resource managers at 87 firms across the United States. My work considers both the formal policies and practices that constitute the building blocks of an organization’s diversity management strategy, but also the cognitive elements of the institution, or how diversity management is defined, theorized and legitimated by actors within firms. Throughout the dissertation I focus on acts of institutional maintenance, arguing that behind the seeming stability of the institution of diversity management, diversity and HR professionals within organizations are engaged in constant acts of institutional maintenance. These acts of institutional maintenance have several consequences. First, acts to strengthen and maintain institutions can in fact lead to incremental, bottom-up institutional change, blurring the theoretical distinction between acts of institutional creation and maintenance. Second, acts of institutional maintenance can also lead to unintended consequences. Thus not all acts of institutional maintenance succeed in strengthening the institution. Finally, acts of institutional maintenance can buffer institutions from the tendency to be ceremonially adopted but decoupled from daily organizational activity. My dissertation also sheds light on the challenges of sustained organizational change, as I identify several strategies used by relatively low-power diversity managers to successfully overcome barriers to practice implementation.
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Watrinet, Christine [Verfasser]. "Indikatoren einer diversity-gerechten Unternehmenskultur / von Christine Watrinet." Karlsruhe : Univ.-Verl. Karlsruhe, 2008. http://d-nb.info/987876937/34.
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MOHANNAK, Kavoos. "Diversity in Managing Knowledge: A Cultural Approach." 名古屋大学大学院経済学研究科附属国際経済政策研究センター, 2011. http://hdl.handle.net/2237/14920.
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Wikander, Lolita, and lolita wikander@cdu edu au. "DIVERSITY MANAGEMENT IN AN EDUCATIONAL INSTITUTE SPECIALISING IN INDIGENOUS TERTIARY EDUCATION: A CASE STUDY AND CRITICAL REVIEW." Flinders University. Flinders Institute of Public Policy and Management, 2010. http://catalogue.flinders.edu.au./local/adt/public/adt-SFU20100603.131355.
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This thesis will examine the organisational culture and work context at Batchelor Institute of Indigenous Tertiary Education (BIITE) as it relates to diversity management and cultural safety/identity. This research will have wider relevance as a means to understanding organisational cultures in a globalising world where cross cultural collaboration is becoming commonplace. The philosophical underpinnings of this project are critical and deconstructionist with a framework based on the principles of Participatory Action Research while simultaneously incorporating an autoethnographic component.
The key concepts considered in this research include Industrial relations, organisational structure, relevant policies, affirmative action, both-ways and diversity management including cultural safety and cross-culture/cross-paradigm communication.
The term cultural safety is considered from the point of view of the literature and the participants. The types of situations the participants identified as culturally challenging are listed and the participants reactions to these cultural challenges are divided into two main categories: Isolationism and complementarism which is further divided into incommensurability and (in)commensurability. Parallels are drawn between isolationism and solipsism and between (in)commensurability and Intersubjectivity before
examining the participants own recommendations for improving the management of diversity within BIITE. The effects my own interaction with the literature and the participants had on my thought process during this time are also explored.
Recommendations for BIITE in relation to diversity are made. These recommendations incorporate the philosophy of both ways which underpins BIITEs current strategic plan and are based on the implementation of a more participatory management style utilising Flood and Romms (1996) triple loop learning model. Recommendations are also aimed at educators teaching content which may be threatening to their students cultural safety/identity.
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Taiwo, Kehinde Olayinka. "Organizational Decision-Making Through Employee Diversity." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7759.
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The global nature of today's business environment, coupled with technological advances, compels managers to work with an increasingly diverse workforce worldwide. The purpose of this multiple-case study was to explore how bank managers used employee diversity effectively in the organizational decision-making process. Participants were 10 frontline management staff (middle and executive managers) with the required employee engagement skills involved in the decision-making process of a Nigerian bank. The conceptual framework for this study was rational choice theory, also called rational action theory or choice theory. Participants responded to 8 open-ended semistructured interview questions. The data collection process included validating and triangulating information gathered via member checking and review of archival business documents and peer-reviewed journals. Thematic analysis was used to analyze data from the study. Five key themes emerged from data analysis: recruitment, retention, and improvement of diverse talents; education and integration of employees with a divergent institutional heritage; engagement and leveraging of diverse stakeholders; business innovation, and productivity; and decision-making, and profitability. The implications of this study for social change include employee diversity management and strategic practices that contribute to effective decision-making process in the organization to improve socio-economic development of stakeholders (customers, board of directors, employees, policymakers and business contractors) and promote cohesion within bank staff and stakeholders resulting to improved business relationship and tolerance in society.
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Nilsson, Daniel, and Christian Pizevski. "Is it good being the same? : a study on Diversity." Thesis, Högskolan Kristianstad, Sektionen för hälsa och samhälle, 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:hkr:diva-12864.
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In today’s society, companies strive to become diverse. Some organizations want to make us believe, that they like new thinking and want to integrate diversity into their organization. By using diversity management as a tool of analysis it is possible for organizations to work with diversity. Diversity is viewed as something positive by the public and therefore, is it possible to use it as an advantage. The purpose of this dissertation is to understand how organizations think about diversity and to give an idea of how organizations understand the term diversity. The aim is to explore how organizations understand diversity and what it will provide for the organizations. The outcome of this research will give a better overview of diversity in organizations. A qualitative research was made and respondents from three different companies were used, to understand how companies define diversity. Furthermore, this dissertation provides an idea of what type of characteristics that organizations think are important for diversity and what effects that may have.
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Guo, Rong. "What Drives Firms to Diversity?" Digital Archive @ GSU, 2006. http://digitalarchive.gsu.edu/finance_diss/9.
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WHAT DRIVES FIRMS TO DIVERSITY? By RONG GUO Committee Chair: Dr. Omesh Kini Major Department: Finance This paper examines whether corporate governance structures, serving as proxies for agency costs, can explain firms’ decision to diversify. Specifically, it has been hypothesized that firms with worse corporate governance structures are more likely to diversify. The extant literature usually compares the governance characteristics of multi-segment firms to those of single segment firms to address this issue. However, different governance characteristics may simply reflect differences in firm characteristics of diversified firms and focused firms. Furthermore, industry factors may affect both the propensity of firms to diversify and their governance characteristics. To separate out the agency costs explanation of firms’ decision to diversify, I compare the corporate governance structures of single segment firms that choose to diversify with those of a matched sample of single segment firms in the same industry that choose to remain focused. I find that firms with a higher percentage of outsiders on the board and smaller board size are more likely to diversify. These findings are inconsistent with the agency costs explanation of why firms choose to diversify. In addition, the CEO pay-to-performance sensitivity of diversifying firms is also not significantly different from that of firms that stay focused. The corporate governance characteristics cannot explain the changes in excess value around diversification either. Although some of the governance characteristics are significantly related to the announcement effects of diversifying mergers, these relations are often inconsistent with the agency cost explanation. Taken together, my evidence indicates that diversifying firms do not systematically have worse governance structures than firms that stay focused and, therefore, higher agency costs do not appear to drive the decision to diversify.
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Al-Mousa, Ahmad, and Ahmad mousa@mac com. "Developing Diversity Strategies to Address Complex Operating Environments." RMIT University. Management, 2008. http://adt.lib.rmit.edu.au/adt/public/adt-VIT20090302.122501.
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With the change in the economic structures of Western industrialised countries and the shift of traditional industries towards knowledge and services in recent decades the challenge to stay competitive in increasingly globalised culturally diverse markets continues to be a priority for organisations. Of central importance is the need to acknowledge, utilise and share the diversity of employees' knowledge, particularly tacit knowledge that is ethnically influenced, a resource that is enormously rich yet overlooked, undervalued and under-utilised in the employment market. This PhD dissertation focuses on the implications of the knowledge era for how organisations manage their culturally diverse workforce. The purpose of the research is to explore the organisational strategies required for Australian businesses to support and encourage the development and sharing of knowledge between employees of different cultural and ethnic backgrounds. Arising from an extensive review of the literature on both Diversity and Knowledge Management, a framework for a holistic Diversity Knowledge Management/Sharing (D-KM/S) Strategy was developed. This framework identified the need for organisations to develop a productive diversity management model that consists of a number of elements including a two-way communication strategy, training in cultural intelligence (CQ) and the development of opportunities for social networking through Communities of Practice. A four-phased process for the organisational journey towards a holistic D-KM/S Strategy was proposed. An initial audit of several Australian organisations recognised for their award-winning diversity management strategies confirmed the validity of this framework. The framework was then used to underpin the qualitative interpretive case study of three of the organisations that had been part of the initial audit to determine to what extent these organisations had succeeded in progressing through these phases towards the final holistic D-KM/S Strategy. In so doing, the candidate also focused on the role of the Human Resources Department (traditionally responsible for implementing diversity policy within organisations) in implementing a more holistic approach. From a comparison of the findings from the primary research the candidate concluded that while each organisation had progressed through several of the phases towards a holistic D-KM/S Strategy, they differed in their progress and none had as yet achieved the final phase. The study did identify two additional elements that require further research which relate to the potential of Information Technology to provide opportunities for social networking, and the potential of 'narrative' to be used to share culturally influenced stories. The research concludes that the organisational strategies required for Australian businesses to support and encourage the development and sharing of knowledge between employees of different cultural and ethnic backgrounds includes: first, a productive diversity strategy that acknowledges both the explicit and tacit knowledge that a multicultural workforce brings to an organisation; and, second, processes that embed two-way communication opportunities for employees and managers, training in CQ for an increased number of managers and employees, greater support for social networking opportunities through Communities of Practice (supported by Information Technology tools), and encouragement of opportunities for employees to share cultural narratives. In addition, the thesis proposed an increased role for the Human Resources Department (working closely with line managers) in the achievement of a holistic D-KM/S Strategy.
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Carstens, Jennifer Gytha. "2016-12-31 The influence of firm diversity management competency on diversity-related outcomes and firm performance." Thesis, Stellenbosch : Stellenbosch University, 2013. http://hdl.handle.net/10019.1/79847.
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Thesis (MComm (Psych))--Stellenbosch University, 2013.ENGLISH ABSTRACT: An emerging perspective of workplace diversity proposes that a well-managed diverse workforce holds inherent advantages for organisational performance. Little empirical evidence exists to support this view, which may partly be due to a lack of operational frameworks for diversity management at the firm level. This study aims to address two research gaps through (1) the development of a diversity management competency (DMC) framework which can guide diversity management efforts, and (2) the evaluation of the relationship between DMC, different diversity management outcomes (DMO), and firm performance. A mixed method approach was followed, which entailed an initial qualitative phase to explore the DMC construct and to develop a DMC measure. Next, a quantitative phase followed that tested (a) the reliability and validity of the instrument, as well as (b) the hypothesised relationships between DMC and important firm outcomes. Data were generated in the qualitative phase through interviewing managers (N = 12), using the Critical Incident Technique (CIT). Content analysis of the transcribed interviews culminated in distinctive diversity management competencies (DMCs), which represent clusters of diversity management practices, and a DMC measure which was subsequently content validated through both the Content Validity Ratio (Lawshe, 1975) and Cohen's (1960) approaches. The DMC questionnaire was then pilot tested on managers (N = 25) from three large companies to make final modifications. The final questionnaire consisted of eleven subscales (DMCs) and 98 items. The data for the quantitative phase were collected by administering on-line questionnaires measuring the study variables (DMC, DMO and firm performance) to managers (N = 77) from different medium to large companies (k = 33). The measures were item analysed and the hypotheses tested through correlation analysis, using SPSS. The measures indicated high internal consistency. A firm-level analysis of the research data showed that DMC, DMO and firm performance were strongly and significantly correlated, as hypothesised. This study makes three major contributions. First, it develops a firm-level DMC framework that outlines specific clusters of diversity management practices expected to contribute to firm performance by means of enhancing key DMOs. Second, it develops and validates a DMC measure which, along with the DMC framework, has practical utility for diagnostic and developmental purposes. Last, the analyses revealed that DMC, DMO and firm performance are significantly and strongly correlated, which may indicate that diversity management has a significant influence on firm performance. Because of the limited sample size, the results of this study should be cross-validated in larger samples. However, the present research creates an agenda for further confirmatory and exploratory studies on the relationship between diversity management and important firm outcomes.
AFRIKAANSE OPSOMMING: ‘n Ontluikende perspektief van werkplekdiversiteit stel voor dat ‘n goed bestuurde werksmag inherente voordele vir organisasieprestasie inhou. Daar is egter weinig empiriese bewyse om hierdie siening te staaf, wat gedeeltelik onstaan as gevolg van ‘n tekort aan operasionele raamwerke vir diversiteitbestuur op die firma-vlak. Hierdie studie beoog om hierdie navorsingsgaping aan te spreek deur (1) die ontwikkeling van ‘n raamwerk vir diversiteitbestuursbevoegdheid (DBB) wat pogings tot diversiteitbestuur kan lei, en (2) die evaluering van die verwantskaptussen DBB, verskillende diversiteitbestuuruitkomste (DBU), en firmaprestasie. ’n Gemengde-metode benadering is gevolg bestaande uit ’n aanvanklike kwalitatiewe fase om die DBB konstruk te verken en om ‘n DBB metingsinstrument vir DBB te ontwikkel. Vervolgens het ‘n kwantitatiewe fase (a) die betroubaarheid en geldigheid van die meetinstrument bepaalen (b) die hipotetiese verwantskap tussen DBB en belangrike firma-uitkomste getoets. Data is in die kwalitatiewe fase gegenereer deur onderhoudvoering met bestuurders (N = 12) met gebruik van die Kritieke Insident Tegniek (KIT). Inhoudsanalise van die getranskribeerde onderhoude het in onderskeibare diversiteitbestuursbevoegdhede (DBB’e) gekulmineer wat groeperings van diversiteitbestuuurspraktyke verteenwoordig. ’n DBB metingsinstrument is gevolglik vir inhoudsgeldigheid getoets deur beide die Inhoudsgeldigheidverhouding (Lawshe, 1975) en Cohen (1960) se -benaderings te gebruik. Die vraelys het vervolgens‘n toetsloop by bestuurders (N = 25) van drie groot maatskappye ondergaan om finale aanpassings aan te bring. Die finale vraelys bevat elf subskale (DBB’e) en 98 items. Die data vir die kwantitatiewe fase is met behulp van aanlynvraelyste wat die konstrukte van DBB, DBU, en firmaprestasie meet, verkry, wat deur bestuurders (N = 77) van verskillende middelslag tot groot maatskappye (k = 33) ingevul is. Die metingsinstrumente het item-ontleding ondergaan en korrelasie-analise deur middel van SPSS is gebruik om die hipoteses te toets. Die metingsinstrumente het hoë interne bestendigheid getoon. ’n Firm-vlak analise van die navorsingsdata het getoon dat DBB, DBU, en firmaprestasie het sterk en beduidend met mekaar gekorreleer, ter ondersteuning van die navorsingshipoteses. Die studie lewer drie hoofbydraes: eerstens, ‘n firmavlak DBB-raamwerk is ontwikkel wat spesifieke groeperings van diversiteitbestuurspraktyke omlyn wat na verwagting tot die verhoging van belangrike DBU’e en uiteindelik ook firmaprestasie behoort by te dra; tweedens, ‘n DBB metingsinstrument is ontwikkel en gevalideer wat, tesame met die DBB-raamwerk, praktiese gebruikswaarde vir diagnostiese en ontwikkelingsdoeleindes het; en, laastens, het die analises getoon dat DBB, DBU en firmaprestasie beduidend en sterk met mekaar korreleer, wat moontlik aandui dat diversiteitbestuur ‘n beduidende invloed op firmaprestasie het. As gevolg van die beperkte steekproefgrootte, behoort die resultate van hierdie studie gekruisvalideer te word in groter steekproewe. Die belowende resultate van hierdie studie skep egter ‘n agenda vir toekomstige bevestigende en verkennende studies oor die verband tussen diversiteitsbestuurspraktyke en firmaprestasie.
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Heitzmann, Daniela, and Uta Klein. "Diversity." Universitätsbibliothek Leipzig, 2017. http://nbn-resolving.de/urn:nbn:de:bsz:15-qucosa-220226.
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Unter Diversity (dt.: Vielfalt) wird die Heterogenität und Diversifizierung sozialer Lebenslagen und sozialer Zugehörigkeiten verstanden, die in Folge von unter anderem Migrationsbewegungen, veränderten Geschlechterbeziehungen und der Pluralisierung von Familienformen in westlichen Gesellschaften zunehmen bzw. stärker thematisiert werden als zuvor. Dabei ist eine Lesart vorherrschend, die Diversity als gesellschaftliche und besonders als ökonomische Ressource, als Potenzial, betrachtet.
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Twyman, Chasca. "Community development and wildlife management : opportunity and diversity in Kalahari wildlife management areas, Botswana." Thesis, University of Sheffield, 1997. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.284353.
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Heitzmann, Daniela, and Uta Klein. "Diversity." Christian-Albrechts-Universität zu Kiel, 2015. https://ul.qucosa.de/id/qucosa%3A15385.
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Unter Diversity (dt.: Vielfalt) wird die Heterogenität und Diversifizierung sozialer Lebenslagen und sozialer Zugehörigkeiten verstanden, die in Folge von unter anderem Migrationsbewegungen, veränderten Geschlechterbeziehungen und der Pluralisierung von Familienformen in westlichen Gesellschaften zunehmen bzw. stärker thematisiert werden als zuvor. Dabei ist eine Lesart vorherrschend, die Diversity als gesellschaftliche und besonders als ökonomische Ressource, als Potenzial, betrachtet.
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N'cho, Julie. "La place de la diversité dans le processus de gestion des talents." Thesis, Toulouse 1, 2019. http://www.theses.fr/2019TOU10023.
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La gestion des talents (TM) a une portée stratégique dans le succès des entreprises. En gestion des ressources humaines (GRH), elle nécessite la mise en place d’outils RH pour attirer, identifier, développer et retenir le capital humain afin de répondre aux enjeux d’une entreprise. À l’aube de la troisième décennie, ces enjeux portent davantage sur les besoins croissants d’innovation et de technologie. Dans un environnement de travail en perpétuelle mutation en raison de la digitalisation et de l’intensité de la concurrence, la gestion des talents initiale demande une remise en cause de son modèle exclusif, de sa capacité à créer de la valeur pour générer un avantage concurrentiel substantiel (Barney, 1991). Malgré le progrès observé dans la conceptualisation de la gestion des talents, l’approche inclusive qui considère tous les employés d’une organisation comme détenteurs d’un talent est très peu étudiée dans la sphère académique (Sheehan & Anderson, 2015). Cette approche inaugure pourtant l’accès à un vivier de talents plus divers, propice à satisfaire les objectifs stratégiques des entreprises de cette troisième décennie. Or, une meilleure compréhension de l’approche inclusive des talents nécessite l’apport de différentes perspectives et échelles d’interprétation. Une analyse complète de la gestion des talents requiert non seulement une étude du contexte national et sectoriel (macro), mais aussi la forme organisationnelle (méso) d’une organisation, puis la mise à l’échelle des perceptions et comportements des individus (micro) de cette organisation (Al Ariss & Sidani, 2016). Cette contextualisation de l’approche inclusive de la gestion des talents est l’objet de notre recherche. Il est proposé d’étudier l’inclusion des personnes issues de la diversité (différences de genre, origine ethnique, âge, formation, culture, etc.) dans le processus de gestion des talents d’un pays, d’une forme organisationnelle et d’une population stratégique données, dans la perspective d’un avantage concurrentiel. Notre analyse porte ainsi sur la place de la diversité en France, dans les activités de gestion des talents au sein des organisations fonctionnant par projet du secteur aérospatial, l’un des secteurs en forte demande en compétences techniques et technologiques. Les perceptions et comportements des talents de la génération Y seront également étudiés, des jeunes nés entre 1980 et 2000 fortement présents sur le marché de l’emploiTalent Management (TM) has a strategic reach in the success of companies. In human resources management (HRM), it requires the implementation of HR tools to attract, identify, develop and retain human capital in order to meet the challenges of an enterprise. As we approach the third decade, these issues are more focused on the growing need for innovation and technology. In a work environment that is constantly changing due to digitalisation and the intensity of competition, the initial Talent Management calls for a reconsideration of its exclusive model, its ability to create value to generate a substantial competitive advantage (Barney, 1991). Despite progress in the conceptualization of Talent Management, the inclusive approach that considers all employees of an organization as talent holders is poorly studied in the academic sphere (Sheehan & Anderson, 2015). This approach, however, opens the door to a more diverse pool of talent that will help meet the strategic objectives of companies in the third decade. A better understanding of the inclusive approach to talent requires input from different perspectives and scales of interpretation. A comprehensive talent management analysis requires not only a study of the national and sectoral (macro) context, but also the organizational form (meso) an organization, and then scaling the perceptions and behaviours of individuals (micro) of that organization (Al Ariss & Sidani, 2016). This contextualization of the inclusive approach to talent management is the focus of our research. It is proposed to study the inclusion of people from diversity (gender, ethnicity, age, training, culture, etc.) in a country’s Talent Management process, a particular organizational form and strategic population, with a view to a competitive advantage. Our analysis thus focuses on the place of diversity in France, in Talent Management activities within organizations operating per project in the aerospace sector, one of the sectors in high demand for technical and technological skills. The perceptions and behaviour of millennial talent will also be studied, young people born between 10 and 2000 with a strong presence on the labour market
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Green, Janice Lynn. "Diversity of spiders in citrus ecosystems : implications for pest management /." [St. Lucia, Qld.], 2005. http://www.library.uq.edu.au/pdfserve.php?image=thesisabs/absthe18439.pdf.
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