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Journal articles on the topic 'Diversity Management'

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Published: 4 June 2021

Last updated: 28 July 2024

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1

Morrison, Marlene, Jacky Lumby, and Krishan Sood. "Diversity and Diversity Management." Educational Management Administration & Leadership 34, no. 3 (July 2006): 277–95. http://dx.doi.org/10.1177/1741143206065264.

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2

Süß, Stefan, and Markus Kleiner. "Diversity-Management." WiSt - Wirtschaftswissenschaftliches Studium 35, no. 10 (2006): 560–65. http://dx.doi.org/10.15358/0340-1650-2006-10-560.

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3

Kersten, Astrid. "Diversity management." Journal of Organizational Change Management 13, no. 3 (June 2000): 235–48. http://dx.doi.org/10.1108/09534810010330887.

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4

Falkenstein, Michael. "Diversity Management." Zeitschrift für Arbeits- und Organisationspsychologie A&O 60, no. 1 (January 2016): 51–53. http://dx.doi.org/10.1026/0932-4089/a000205.

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5

Jose Chiappetta Jabbour, Charbel, Fernanda Serotini Gordono, Jorge Henrique Caldeira de Oliveira, Jose Carlos Martinez, and Rosane Aparecida Gomes Battistelle. "Diversity management." Equality, Diversity and Inclusion: An International Journal 30, no. 1 (January 4, 2011): 58–74. http://dx.doi.org/10.1108/02610151111110072.

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6

Ivancevich, John M., and Jacqueline A. Gilbert. "Diversity Management." Public Personnel Management 29, no. 1 (March 2000): 75–92. http://dx.doi.org/10.1177/009102600002900106.

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There are now more new faces and diversity among the workforce than ever before and this trend is expected to continue into the 21st century. Managers in public and private organizations are searching for and experimenting with various approaches to more effectively deal with increasing workforce diversity. This article briefly reviews the history of diversity management and calls for a new agenda that encourages more collaboration between scholars and administrators, increased researcher on-site observation of workplace reactions to diversity management initiatives, more informative and rigorous case studies, and more third-party evaluations of diversity management initiatives.

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7

Holck, Lotte, Sara Louise Muhr, and Florence Villesèche. "Identity, diversity and diversity management." Equality, Diversity and Inclusion: An International Journal 35, no. 1 (February 8, 2016): 48–64. http://dx.doi.org/10.1108/edi-08-2014-0061.

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Purpose – The purpose of this paper is to examine the relationship between the identity and diversity literatures and discuss how a better understanding of the theoretical connections between the two informs both diversity research and diversity management practices. Design/methodology/approach – Literature review followed by a discussion of the theoretical and practical consequences of connecting the identity and diversity literatures. Findings – The authors inform future research in three ways. First, by showing how definitions of identity influence diversity theorizing in specific ways. Second, the authors explore how such definitions entail distinct foci regarding how diversity should be analyzed and interventions actioned. Third, the authors discuss how theoretical coherence between definitions of identity and diversity perspectives – as well as knowledge about a perspective’s advantages and limitations – is crucial for successful diversity management research and practice. Research limitations/implications – The authors argue for a better understanding of differences, overlaps and limits of different identity perspectives, and for a stronger engagement with practice. Practical implications – The work can encourage policy makers, diversity and HR managers to question their own practices and assumptions leading to more theoretical informed diversity management practices. Originality/value – The theoretical connections between identity and diversity literature have so far not been reviewed systematically. The work foregrounds how important it is for diversity scholars to consider identity underpinnings of diversity research to help further develop the field within and beyond the three streams the authors discuss.

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8

Hubrig, Adam, Jessica Masterson, Stevie K. Seibert Desjarlais, Shari J. Stenberg, and Brita M. Thielen. "Disrupting Diversity Management." Pedagogy 20, no. 2 (April 1, 2020): 279–301. http://dx.doi.org/10.1215/15314200-8091903.

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This article shows how diversity discourse and programming function as a dominant pedagogy by highlighting three commonplace approaches to diversity: as a defense to mitigate a problem, as a commodity to be collected, and as a threat to those in privileged positions. The authors intervene in these approaches by forwarding a difference-driven pedagogy, which seeks to foster movement toward the practice of deliberation, the recognition of difference as in flux, and the willingness to be vulnerable in engaging the complex, messy work of difference.

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9

Scherle, Nicolai, and Philipp Rosenbaum. "Erfolgsfaktor Diversity Management?" Zeitschrift für Tourismuswissenschaft 11, no. 3 (November 26, 2019): 403–28. http://dx.doi.org/10.1515/tw-2019-0023.

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Zusammenfassung Diversität respektive Diversity Management entwickelt sich angesichts bestimmter sozio-kultureller und ökonomischer Metaprozesse – insbesondere demographischer Wandel, Globalisierung sowie Individualisierung und Pluralisierung der Lebensstile – zu einem immer wichtigeren strategischen Erfolgsfaktor für Unternehmen. Nichtsdestotrotz steckt die wissenschaftliche Auseinandersetzung mit der entsprechenden Thematik im Tourismus- und Hospitalitysektor nach wie vor in den Anfängen. Im Rahmen einer qualitativ ausgerichteten Fallstudie anhand eines weltweit führenden Aviation-Konzerns – der Lufthansa Group – setzt sich der vorliegende Beitrag im Spannungsfeld von Tourismuswissenschaft und Diversitätsforschung mit den Konzepten Diversität und Diversity Management auseinander. In diesem Kontext lässt sich die explorative Studie in erster Linie von der Forschungsfrage leiten, wie eine zentrale stakeholder-Gruppe – Flugbegleiter – die auf dem Prinzip „Wertschöpfung durch Wertschätzung“ basierende Diversity-Strategie des Aviation-Konzerns wahrnimmt. Die mittels problemzentrierter Interviews generierten empirischen Ergebnisse erschließen einerseits vor dem Hintergrund divergierender konzeptioneller Verständnisansätze von Diversity Management das nach wie vor unterschätzte Potential dieses Managementkonzepts, andererseits sensibilisieren sie für potentielle Herausforderungen und Konflikte, die sich im Kontext personaler Heterogenität ergeben können.

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10

Rodgers, James O., and Maureen Hunter. "Effective Diversity Management." Handbook of Business Strategy 4, no. 1 (January 2003): 222–27. http://dx.doi.org/10.1108/eb060272.

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11

Hamza-Orlinska, Aneta, Jolanta Maj, Amanda Shantz, and Joana Vassilopoulou. "Unlearning diversity management." Journal of World Business 59, no. 2 (February 2024): 101519. http://dx.doi.org/10.1016/j.jwb.2024.101519.

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12

Lumineau, Fabrice, Marvin Hanisch, and Olivier Wurtz. "International Management as Management of Diversity: Reconceptualizing Distance as Diversity." Journal of Management Studies 58, no. 6 (April 5, 2021): 1644–68. http://dx.doi.org/10.1111/joms.12686.

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13

GIACALONE, ROBERT A., and JON W. BEARD. "Impression Management, Diversity, and International Management." American Behavioral Scientist 37, no. 5 (March 1994): 621–36. http://dx.doi.org/10.1177/0002764294037005004.

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14

Treven, Sonja, and Urska Treven. "Training In Diversity Management." Journal of Diversity Management (JDM) 2, no. 1 (January 1, 2007): 29–36. http://dx.doi.org/10.19030/jdm.v2i1.5003.

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The labor force all around the world is becoming increasingly diverse. Thus, organizations that can manage employee diversity effectively gain a competitive advantage. In such organizations diversity training is a necessity. Diversity training helps managers understand and value individual differences and develop strong diagnostic skills. The paper explores various approaches to training, like awareness-based and skill-based diversity training. A special attention to potential problems that may occur in the process of diversity training is given.

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15

Elkhwesky, Zakaria, Islam Elbayoumi Salem, and Mona Barakat. "Diversity management in hotels." Journal of Hospitality and Tourism Insights 2, no. 2 (June 3, 2019): 166–85. http://dx.doi.org/10.1108/jhti-09-2018-0058.

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Purpose The purpose of this paper is to investigate the importance of ethnic, gender and religious diversity management practices (DMPs) and the level of implementation from perspectives of five-star hotels in Egypt. Besides, it also examines the moderating role of empowerment and capability development (CD) between the importance and the implementation of gender and religious management practices. Design/methodology/approach The questionnaires were distributed personally to entry-level F&B employees, F&B managers, working in F&B departments, and HR managers in all accepted five-star hotels in their workplaces, during July and August 2017. Only 400 returned back, with a response rate of 35 percent and were considered usable for data analysis. Findings The results clarified that there was a significant moderate positive correlation between the importance and the implementation of gender and religious management practices (MPs). Nonetheless, the correlation proved to be significant, weak and positive between the importance and the implementation of ethnic MPs. The relationship between the importance and the implementation of ethnic, gender and religious MPs was not moderated by empowerment. Research limitations/implications Although questionnaires have been collected from diverse F&B outlets, comparisons among outlets were not conducted. This study concentrated on the F&B departments only; hence, future researchers can make comparisons among different departments. Practical implications This study implies that HR managers should recruit employees from diverse ethnicities, gender, ages, disabilities and religions to help five-star hotels achieve success in marketplaces. Recruiting diverse employees should be a basic part of the organizational culture of hotels, specifically F&B departments. Social implications Social activities organized in hotels, such as a tennis table, football and billiards tournaments, are included. Hotels can provide employees with special meals during fasting and they can also allow Christian employees to leave the hotel from 7 to 10 a.m. to attend the mass in church each Sunday. Originality/value Although DM is necessary for the hospitality industry, there is a lack of studies focusing on investigating the importance−implementation of DMPs and analyzing the moderating role of empowerment and CD in this industry, specifically in Egypt. This study provided weighty contributions to the management of diversity in the Egyptian hotel sector and formed one of the first empirical studies.

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16

Rayner, Stephen G. "Complexity, diversity and management." Management in Education 22, no. 2 (April 2008): 40–46. http://dx.doi.org/10.1177/0892020608088803.

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17

Wilborn, Lachelle R., and Pamela A. Weaver. "Diversity Management Training Initiatives." Journal of Human Resources in Hospitality & Tourism 1, no. 4 (December 16, 2002): 79–96. http://dx.doi.org/10.1300/j171v01n04_06.

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18

Homberg, Fabian, and Hong T. M. Bui. "Top Management Team Diversity." Group & Organization Management 38, no. 4 (July 11, 2013): 455–79. http://dx.doi.org/10.1177/1059601113493925.

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19

Hernandez, Nancy R., and Deborah D. Richards. "Commentary: Celebrating Diversity Management." Public Administration Review 74, no. 6 (September 26, 2014): 789–90. http://dx.doi.org/10.1111/puar.12292.

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20

Syed, Jawad, and Robin Kramar. "Socially responsible diversity management." Journal of Management & Organization 15, no. 5 (November 2009): 639–51. http://dx.doi.org/10.1017/s1833367200002479.

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AbstractThe purpose of this article is to develop a conceptual framework to describe ‘socially responsible diversity management’. This framework seeks to demonstrate that the desired social justice outcomes of affirmative action programs and the business benefits of diversity management programs can be achieved but only by undertaking initiatives at a number of levels. Traditional approaches to afirmative action have been unsuccessful in achieving their goal of equitable labour market outcomes and it is unclear that diversity management programs have contributed to business outcomes. The article argues that neither affirmative action nor diversity management has been able to fully achieve its objectives because of a number of limitations. The article argues that organisations can achieve better business outcomes, as well as equity outcomes associated with a diverse workforce, by adopting a relational, multilevel framework of managing diversity. Such a framework provides for the creation of what is termed ‘socially responsible diversity management’.

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21

Calás, Marta B., Charlotte Holgersson, and Linda Smircich. "“Diversity Management”? Translation? Travel?" Scandinavian Journal of Management 25, no. 4 (December 2009): 349–51. http://dx.doi.org/10.1016/j.scaman.2009.09.006.

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22

Rosken, Anne. "Diversity Management in Organisationen." Organisationsberatung, Supervision, Coaching 17, no. 2 (April 27, 2010): 167–80. http://dx.doi.org/10.1007/s11613-010-0183-z.

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23

Weibler, J. "ZfP-Diskurs: Diversity Management." German Journal of Human Resource Management: Zeitschrift für Personalforschung 21, no. 2 (May 1, 2007): 168–69. http://dx.doi.org/10.1177/239700220702100205.

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24

Syed, Jawad, and Robin Kramar. "Socially responsible diversity management." Journal of Management & Organization 15, no. 5 (November 2009): 639–51. http://dx.doi.org/10.5172/jmo.15.5.639.

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AbstractThe purpose of this article is to develop a conceptual framework to describe ‘socially responsible diversity management’. This framework seeks to demonstrate that the desired social justice outcomes of affirmative action programs and the business benefits of diversity management programs can be achieved but only by undertaking initiatives at a number of levels. Traditional approaches to afirmative action have been unsuccessful in achieving their goal of equitable labour market outcomes and it is unclear that diversity management programs have contributed to business outcomes. The article argues that neither affirmative action nor diversity management has been able to fully achieve its objectives because of a number of limitations. The article argues that organisations can achieve better business outcomes, as well as equity outcomes associated with a diverse workforce, by adopting a relational, multilevel framework of managing diversity. Such a framework provides for the creation of what is termed ‘socially responsible diversity management’.

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25

Gröschl, Stefan, and Liz Doherty. "Diversity management in practice." International Journal of Contemporary Hospitality Management 11, no. 6 (November 1999): 262–68. http://dx.doi.org/10.1108/09596119910281757.

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26

Fujimoto, Yuka, Charmine E. J. Härtel, and Fara Azmat. "Towards a diversity justice management model: integrating organizational justice and diversity management." Social Responsibility Journal 9, no. 1 (March 2013): 148–66. http://dx.doi.org/10.1108/17471111311307877.

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27

Sukalova, Viera, and Pavel Ceniga. "Diversity Management in Sustainable Human Resources Management." SHS Web of Conferences 74 (2020): 01033. http://dx.doi.org/10.1051/shsconf/20207401033.

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Today, globalization is becoming more and more widespread and important in almost all areas in the social, economic and political spheres. In most cases, it is globalization that brings diversity to everyday life. This diversity is gradually penetrating into other spheres, which is why business managers are increasingly confronted with a diverse workforce; employees of different origins, race, gender, or age. The policy of diversity management contributes to the strengthening of social responsibility of the company and is also an element of the competitiveness. Our research was aimed to enhance understanding of diversity management importance in nowadays organization, to explain various aspects of management diversity, it´s legislative framework. Another objective was to examine perception of the issue of management diversity by the middle managers of various organisations in Slovakia. To achieve these goals we used methods of literature review, desk review; primary data were collected by questionnaire and interview. Finding show the relation between demographic development and diversity management in companies; in examining the perception of the issue of diversity management, we found the understanding of diversity management as synonymous with anti-discrimination measures. Our research led also to recommendations for implementation of management diversity for human resource management sustainability.

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28

Risberg, Annette, and Anne‐Marie Søderberg. "Translating a management concept: diversity management in Denmark." Gender in Management: An International Journal 23, no. 6 (August 22, 2008): 426–41. http://dx.doi.org/10.1108/17542410810897544.

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PurposeThe purpose of this study is to understand how the concept of diversity management is translated and adapted into the Danish societal context. The authors therefore seek to answer these questions: to what extent do larger Danish companies experience a need to practice diversity management? Do they also have specific diversity policies? And how do these Danish companies discursively construct and manage diversity?Design/methodology/approachThe authors surveyed 100 Danish firms and performed a discourse analysis of two frontrunner firms' diversity documents.FindingsThe Danish firms in the survey experienced a need for diversity management, but were somewhat reluctant to introduce diversity policies. The two frontrunner firms drew on a discourse of diversity as a business case intertwined with a discourse of social responsibility with focus on helping minority groups having difficulties accessing the job market. The findings indicate that concepts must be translated for the local context in order to be accepted by local actors.Research limitations/implicationsFurther studies should look closer into local practices of diversity management to increase understanding of how this seemingly universal management concept is translated.Originality/valueDanish society, which until recently was relatively homogeneous, forms a specific cultural context for diversity management that differs significantly from American and British multicultural societies.

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29

Gross-Gołacka, Elwira, Mariia Plotnikova, and Jan Žukovskis. "Diversity Management in Management Studies – Theoretical Discussion." Journal of Intercultural Management 14, no. 3 (September 1, 2022): 4–16. http://dx.doi.org/10.2478/joim-2022-0009.

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Abstract Objective: The aim of this article is to attempt to present theoretical considerations towards the concept of diversity management from the perspective of its location in the discipline of management and quality sciences. As the concept of diversity management lacks a strict demarcation between related disciplines, such as economics, psychology, sociology or even biology and cultural anthropology, it should be noted that the specification of paradigms is not closed, and further paradigms, micro-paradigms or mega-paradigms may emerge over time. Methodology: the research method adopted in the article is literature analysis and inference. Findings: The approach presented, which points to the permanent development of alternative paradigms and cognitive perspectives in the discipline of management and quality sciences, is a confirmation that these ‘sciences’ are not ‘impregnated’ against change and are de facto changing. Value Added: Consideration of the issue of human capital diversity in organisations and its management has been carried out for many years in the literature, which is characterised by a diversity of definitions and perceptions. It is therefore worth presenting, a cross-cutting historical perspective on the phenomenon of human resource diversity in organisations in the discipline of management and quality sciences. Recommendations: Diversity management should be defined in the broadest possible way, understanding it as the systematic efforts of an organisation to involve the diversity of its human resources in its activities and to treat it as a strategic advantage. Such a conclusion prejudges the need for further research in relation to the concept of diversity management.

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30

Ashikali, Tanachia, and Sandra Groeneveld. "Diversity Management for All? An Empirical Analysis of Diversity Management Outcomes Across Groups." Academy of Management Proceedings 2014, no. 1 (January 2014): 15878. http://dx.doi.org/10.5465/ambpp.2014.15878abstract.

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31

Ashikali, Tanachia, and Sandra Groeneveld. "Diversity management for all? An empirical analysis of diversity management outcomes across groups." Personnel Review 44, no. 5 (August 3, 2015): 757–80. http://dx.doi.org/10.1108/pr-10-2014-0216.

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Purpose – The purpose of this paper is to examine if and how diversity management outcomes differ across non-native and native Dutch groups within public sector organizations. The effects of diversity management on the extent employees feel their organizational environment is inclusive and on their attitudes and behaviour, are expected to be dependent on how diversity management is perceived by non-native and native Dutch employees in the organization. Drawing on social exchange theory, the authors expect that employees who positively value diversity management practices will reciprocate through showing attitudes and behaviours that are valued by the organization. Since social exchange refers to a social relationship between the employee and the organization that goes beyond the formal contract alone, the authors analyse affective commitment and organizational citizenship behaviour (OCB) as employee outcomes. Design/methodology/approach – The authors analyse data from a quantitative survey of a sample of Dutch central government employees and use structural equation modelling (SEM) to analyse the consequences of diversity management across non-native and native Dutch employee groups. Findings – Results show that diversity management is associated with higher levels of inclusion which in turn boosts affective commitment and OCB of both non-native and native Dutch employees. Practical implications – The findings show that higher levels of diversity management is associated with an increased inclusive environment, which in turn boosts employees’ affective commitment and OCB. This effect is equal for social-demographic diverse groups. Public managers should therefore implement diversity management that focus on creating an environment that is inclusive for all employees. The positive employee attitudes and behaviour resulting from this can contribute to achieving organizational goals. Originality/value – This paper combines theory on diversity management outcomes and social exchange to empirically explore and explain group differences by testing these linkages using SEM.

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32

Falci, Laura. "Valorizzazione del capitale umano nei sistemi organizzativi complessi: il Diversity Management culturale nella prospettiva dell'Age Management." MONDI MIGRANTI, no. 2 (July 2023): 77–89. http://dx.doi.org/10.3280/mm2023-002005.

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La proposta si inserisce nell'interesse della ricerca sociologica ai molteplici processi che descrivono la complessità sociale della contemporaneità, attraversata da mutamenti demografici e investita dalle conseguenti trasformazioni in ambito socio-culturale nei sistemi organizzativi complessi, che vedono esponenzialmente accresciuto il grado di diversità al loro interno. Nasce così – come esigenza organizzativa quanto democratica in senso più ampio – la necessità di gestire tali mutamenti, comprendendo dal profondo gli elementi d'ostacolo alla promozione delle diversità nelle culture organizzative, attraverso lo strumento del Diversity Management (DM), che si prefigge di riconoscere e valorizzare il capitale umano di cui ogni singola persona che abita l'organizzazione è depositaria. L'articolo fornisce, infine, riflessioni teoriche applicate all'age diversity management, come esempio di incontro intergenerazionale e proficuo scambio di conoscenza al di là degli stereotipi e dei pregiudizi.

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33

Muhr, Sara Louise. "Othering diversity – a Levinasian analysis of diversity management." International Journal of Management Concepts and Philosophy 3, no. 2 (2008): 176. http://dx.doi.org/10.1504/ijmcp.2008.021273.

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34

Dennissen, Marjolein, Yvonne Benschop, and Marieke van den Brink. "Rethinking Diversity Management: An Intersectional Analysis of Diversity Networks." Organization Studies 41, no. 2 (October 4, 2018): 219–40. http://dx.doi.org/10.1177/0170840618800103.

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The aim of this paper has been to further our knowledge on diversity management practices by applying an intersectionality lens to single category diversity networks. Diversity networks are in-company networks intending to inform and support employees with similar social identities. Their focus on single identity categories is exemplary of current diversity management practices. We shed light on the strategies of network members to deal with their multiple identities vis-a-vis their network membership (structural intersectionality) and on the processes that hamper collaboration and coalition building between diversity networks (political intersectionality). Our intersectional analysis shows how the single category structure of diversity networks marginalizes members with multiple disadvantaged identities and reveals how collaborations between diversity networks are hindered by processes of preserving privilege rather than interrogating it. We contribute to the literature on diversity management practices by highlighting how dynamic processes of privilege and disadvantage play a role in sustaining intersectional inequalities in organizations.

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35

Özdemir, Feriha. "Diversity Management: Towards Managing Capabilities." Journal of Human Resources Management Research 2018 (January 30, 2018): 1–11. http://dx.doi.org/10.5171/2018.789173.

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Reich, Kerstin, and Carmen Finckh. "Systemic Constellations in Diversity Management." International Journal of Organizational Diversity 16, no. 4 (2016): 17–38. http://dx.doi.org/10.18848/2328-6261/cgp/v16i04/17-38.

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37

Bowman, John. "Gender Diversity in Investment Management." CFA Institute Magazine 27, no. 4 (December 2016): 12. http://dx.doi.org/10.2469/cfm.v27.n4.3.

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38

Bennett, PhD, DeeDee M. "Diversity in emergency management scholarship." Journal of Emergency Management 17, no. 2 (March 1, 2019): 148. http://dx.doi.org/10.5055/jem.2019.0407.

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Women and racial/ethnic minorities have long been underrepresented in the field of emergency management. This is true for both practice and research. The lack of women and racial/ethnic minorities in the profession and their perceived absence in research or scholarly study may have impacts on the effectiveness of response and recovery efforts as well as the broader scientific knowledge within the field. Historically, women and racial/ethnic minority communities have disproportionately experienced negative impacts following disasters. Earlier related studies have pointed to the underrepresentation as a contributing factor in community vulnerability. The scarcity of women in practice and as students in this field has been particularly evident in the United States. Using data from a recent survey of emergency management programs nationwide, this article reviews the concerns in research with regards to women and ethnic minority communities during disasters, efforts to increase representation of these groups in the field, and discusses the implications for practice, policy, and future research. The findings show that women have a strong presence in emergency management programs nationwide, and while specific data on racial and ethnic minorities are lacking, the observed increases reported in this article encourages further study.

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39

Bal, Canan Gamze, and Metin Alper Akdemir. "SOCIAL CAPITAL AND DIVERSITY MANAGEMENT." Pressacademia 1, no. 1 (April 26, 2016): 63. http://dx.doi.org/10.17261/pressacademia.2016118139.

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40

Safa, Mahdi, and Nomita Sharma. "Diversity and innovation management skills." International Journal of Business Innovation and Research 26, no. 4 (2021): 488. http://dx.doi.org/10.1504/ijbir.2021.119809.

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41

Setiany, Erna, and Seleman Hardi Yahawi. "Gender Diversity And Earnings Management." International Journal of Economics and Management Studies 9, no. 1 (January 25, 2022): 30–34. http://dx.doi.org/10.14445/23939125/ijems-v9i1p105.

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42

Gołaszewska-Kaczan, Urszula. "Diversity Management – problems and threats." Optimum. Studia Ekonomiczne, no. 2(86) (2017): 3–10. http://dx.doi.org/10.15290/ose.2017.02.86.01.

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43

Taket, A., R. A. Flood, and N. R. A. Romm. "Diversity Management: Triple Loop Learning." Journal of the Operational Research Society 49, no. 3 (March 1998): 293. http://dx.doi.org/10.2307/3010479.

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44

Dobbin, Frank, Alexandra Kalev, and Erin Kelly. "Diversity Management in Corporate America." Contexts 6, no. 4 (November 2007): 21–27. http://dx.doi.org/10.1525/ctx.2007.6.4.21.

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45

Berchem, Davis Johannes. "Integration – Care Work – Diversity Management." PADUA 15, no. 3 (June 2020): 145–47. http://dx.doi.org/10.1024/1861-6186/a000553.

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Zusammenfassung. Die Integration von Geflüchteten sowie der Umgang mit Diversity stellt für den Pflege- und Gesundheitssektor in Deutschland ein wichtiges Kernanliegen dar. Der Beitrag beleuchtet ein Praxisprojekt im St. Augustinus Memory Zentrum in Neuss, das durch die Hochschule für Gesundheit in Bochum wissenschaftlich begleitet wurde.

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Berchem, David Johannes. "Integration – Care Work – Diversity Management." PADUA 15, no. 3 (June 2020): 149–52. http://dx.doi.org/10.1024/1861-6186/a000554.

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Zusammenfassung. In die Qualifizierung von Geflüchteten zu zukünftigen Fachkräften im Pflege- und Gesundheitssektor setzen zahlreiche Einrichtungen große Hoffnungen. Doch wie gestalten sich die Integration von Menschen mit Fluchtbiografie und die Verankerung von Diversitykonzepten im Pflegealltag? Auf der Basis empirischer Forschungsergebnisse werden in diesem Beitrag die Herausforderungen sowie die Handlungsempfehlungen für das Praxisprojekt im St. Augustinus Memory Zentrum in Neuss diskutiert.

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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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Schwabenland, Christina, and Frances Tomlinson. "Managing diversity or diversifying management?" Critical perspectives on international business 4, no. 2/3 (May 2, 2008): 320–33. http://dx.doi.org/10.1108/17422040810870033.

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Briant, Olivier, and Denis Naddef. "The Optimal Diversity Management Problem." Operations Research 52, no. 4 (August 2004): 515–26. http://dx.doi.org/10.1287/opre.1040.0108.

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Curran, Mary Elizabeth. "Linguistic Diversity and Classroom Management." Theory Into Practice 42, no. 4 (November 2003): 334–40. http://dx.doi.org/10.1207/s15430421tip4204_11.

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