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Letteratura scientifica selezionata sul tema "Employment equity and diversity"

Autore: Grafiati

Pubblicato: 7 novembre 2024

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Articoli di riviste sul tema "Employment equity and diversity"

1

Naff, Katherine C., e J. Edward Kellough. "Ensuring Employment Equity: Are Federal Diversity Programs Making a Difference?" International Journal of Public Administration 26, n. 12 (ottobre 2003): 1307–36. http://dx.doi.org/10.1081/pad-120024399.

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2

Agócs, Carol, e Catherine Burr. "Employment equity, affirmative action and managing diversity: assessing the differences". International Journal of Manpower 17, n. 4/5 (giugno 1996): 30–45. http://dx.doi.org/10.1108/01437729610127668.

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3

DeWitt, William S., Paul Lindau, Ryan O. Emerson, Anna Sherwood, David Williamson, Mark J. Rieder, Moon Chung, Christopher S. Carlson e Harlan Robins. "Assessing B Lymphocyte Clonal Diversity, Expansion, and Convergent Evolution By High-Throughput Sequencing Of Rearranged IGH Segments From Naïve and Memory Repertoires". Blood 122, n. 21 (15 novembre 2013): 1045. http://dx.doi.org/10.1182/blood.v122.21.1045.1045.

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Abstract Diversity in B lymphocyte antigen specificity, necessary for effective adaptive immunity, arises from structural diversity of the B cell receptor generated by random somatic rearrangement of the immunoglobin heavy (IgH) and light chain loci during lymphocyte development. Antigen-experienced (memory) B cells are stimulated to proliferate upon successful binding of antigen, whereas the extent to which unexperienced (naïve) cells proliferate, if it all, is unclear. During memory clonal expansion, daughter cells undergo somatic hypermutation, which introduces random single nucleotide variants to the rearranged gene segments, selectively optimizing antigen affinity. Among memory B cells that express identical receptor proteins, the extent to which the cells are identical by descent, or rather have convergently evolved from different naïve clones to the same specificity, is also unknown. We performed high-throughput sequencing of rearranged IgH gene segments for B cells sorted into memory (CD19+, CD27+) and naïve (CD19+, CD27-,IgM+, IgD+) samples (∼5 million cells each) from each of three adults. Each sample was split among 188 libraries for multiplex PCR amplification of IgH sequences at ∼10x coverage, allowing us to estimate clonal abundance by measuring the number of libraries occupied by each sequence. Using a maximum entropy inverse model, all three memory samples evince three distinct subpopulations, corresponding to memory cell types of differing abundance. Data from naïve samples suggest extreme diversity with more than 98% of clones occupying one library (i.e., almost surely present in only one cell in the starting material). A measure-theoretic upper bound on mean clone abundance in the naive repertoire was computed based on Monte Carlo simulation, indicating that naïve B cells typically undergo little, if any, expansion. Additionally, somatic hypermutation in the memory samples was investigated to detect convergent evolution of distinct naïve B cell clones toward common amino acid sequence (hence common antigen specificity) in the memory B cell compartment. Disclosures: DeWitt: Adaptive Biotechnologies: Employment, Equity Ownership. Emerson:Adaptive Biotechnologies: Employment, Equity Ownership. Sherwood:Adaptive Biotechnologies: Employment, Equity Ownership. Williamson:Adaptive Biotechnologies: Employment, Equity Ownership. Rieder:Adaptive Biotechnologies: Employment, Equity Ownership. Chung:Adaptive Biotechnologies: Employment, Equity Ownership. Carlson:Adaptive Biotechnologies: Consultancy, Equity Ownership, Patents & Royalties. Robins:Adaptive Biotechnologies: Consultancy, Equity Ownership, Patents & Royalties.

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4

Strachan, Glenda, John Burgess e Anne Sullivan. "Affirmative action or managing diversity: what is the future of equal opportunity policies in organisations?" Women in Management Review 19, n. 4 (1 giugno 2004): 196–204. http://dx.doi.org/10.1108/09649420410541263.

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Equal employment opportunity policies were introduced in Australia in the 1980s in response to women's disadvantaged workforce position. Australia's unique form of affirmative action was underpinned by legislation, and aimed to promote gender equity in the workplace via employer action. Throughout the 1990s there has been a policy shift away from collectivism towards individualism, and away from externally driven social programmes at the workplace towards managerialist driven social programmes. The main process for implementing progressive and inclusive equity programmes at the workplace is through human resource management policies that link employment diversity to organisational objectives (for example, productivity and profitability). Programmes titled “Managing diversity” have been introduced into some organisations, and today there are a variety of approaches towards equity policies in Australian organisations. The article proposes that a distinctive Australian version of managing diversity will develop in some organisations based on the prior national legislative framework.

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5

Human, Linda. "Discrimination and Equality in the Workplace: Defining Affirmative Action and its Role and Limitations*". International Journal of Discrimination and the Law 2, n. 1-2 (dicembre 1996): 23–37. http://dx.doi.org/10.1177/135822919600200203.

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The objective of this contribution is to present an overview of what legislation relating to employment equity might look like and how such legislation could be implemented in practice. Areas covered include an attempt to clarify the confusion between concepts such as affirmative action; employment equity and managing diversity; a definition of affirmative action; the kinds of legislative requirements arising from such a definition and the practical implementation thereof.

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6

Wayland, Sarah V. "Book Review: Selling Diversity: Immigration, Multicultural-ism, Employment Equity, and Globalization". International Migration Review 37, n. 4 (dicembre 2003): 1318–19. http://dx.doi.org/10.1111/j.1747-7379.2003.tb00180.xm.

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7

Hood, James Larry. "Identity Politics within Kentucky’s Civil Service and the Growth of the Bureaucratic State". Journal of Policy History 36, n. 3 (luglio 2024): 324–41. http://dx.doi.org/10.1017/s0898030623000325.

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AbstractFor five decades now the various levels of government in the United States, through the use of affirmative action and diversity policies, have sought a more racially and gender-wise equitable society with respect to equal employment opportunity. Governments established hiring goals for women and racial minorities. Goals became quotas as state and local governments (and private employers) that were dependent on federal money made certain that goals produced desired results by preferring people based on their race or gender. This article is a case study of how the Commonwealth’s welfare cabinet over two decades ago used long-standing civil service regulations and policies to pursue preferential employment practices while conterminously pursuing greater societal equity by reducing governmental oversight of welfare programs. All this foreshadowed President Biden’s iteration of affirmative action—federal equity directives regarding employment preferences and greater conditions of equality. After the events described herein, Democratic Kentucky transformed itself into a Republican state.

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8

Rieder, Mark J., David Williamson, Anna Sherwood, Ryan O. Emerson, Cindy Desmarais, Moon Chung, Harlan Robins e Christopher S. Carlson. "Frequency Of Gene Usage and Copy Number Variation Within The Rearranged Immunoglobin Heavy-Chain Variable Locus Based On Immune Repertoire Sequencing". Blood 122, n. 21 (15 novembre 2013): 3486. http://dx.doi.org/10.1182/blood.v122.21.3486.3486.

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Abstract The human adaptive immune system is composed of both B and T cells that undergo somatic recombination at specific loci to create rearrangements of Variable (V), Diversity (D) and Joining (J) gene segments. For the B-cell immunoglobin receptor heavy-chain (IGH), the CDR3 regions are defined by the VDJ gene segments and nucleotide insertions/deletions at these junctions that create the vast sequence diversity of the IGH repertoire. Characterizing the germline DNA in these regions is impeded by the high sequence similarity between gene segments, mutation and copy-number variation (i.e. large insertions/deletions). Currently, there is a fundamental lack of information about the baseline IGH immune repertoire V gene usage and diversity within healthy human controls. To provide an estimate of this, we sequenced functionally recombined gene segments to infer the underlying gene structure. From a set of 132 healthy controls we sorted C19+/CD27+ B-cells from whole blood and amplified genomic DNA using a highly multiplexed PCR assay that targeted the rearranged IGH receptor locus. Following DNA sequencing and data processing to assign V, D and J gene families and names, we examined the usage frequency of IGHV gene segments across all individuals. We found that of the 98 V gene segments only 56 (57%) were used at a frequency > 0.1%, and ∼10 showed little to no usage (present in<1% of individuals). This data also allowed us to identify two IGHV genes currently annotated as orphons (pseudogenes assigned to an alternate chromosomal location) that had unambiguous functional usage (IGHV4/OR15-8; IGHV3/OR16-09) and therefore must reside at the IGH locus on chromosome 14. Finally, by taking this functional approach we were able to screen all V gene segments for germline copy-number variation (e.g. large insertion/deletion events encompassing individual genes) by looking for an excess of deletion events or modal changes in gene usage. We confirmed that existence of 12 of 15 previously identified deleted IGHV gene segments. Strong deletion evidence was observed for an additional six IGHV genes (IGHV3-NL1, IGHV3-33, IGHV1-24, IGHV4-04, IGHV3-41, IGHV3-35) and ten with highly likely germline deletion events. These data suggest that functional immune profiling of rearranged immune receptors provides a more robust method of identifying individual structural variation and provides insight into the immune repertoire of healthy controls. Disclosures: Rieder: Adaptive Biotechnologies: Employment, Equity Ownership. Williamson:Adaptive Biotechnologies: Employment, Equity Ownership. Sherwood:Adaptive Biotechnologies: Employment, Equity Ownership. Emerson:Adaptive Biotechnologies: Employment, Equity Ownership. Desmarais:Adaptive Biotechnologies: Employment, Equity Ownership. Chung:Adaptive Biotechnologies: Employment, Equity Ownership. Robins:Adaptive Biotechnologies: Consultancy, Equity Ownership, Patents & Royalties. Carlson:Adaptive Biotechnologies: Consultancy, Equity Ownership, Patents & Royalties.

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9

Kipang, Shani, e Daniyal Zuberi. "Beyond Face Value: A Policy Analysis of Employment Equity Programs and Reporting in Ontario Public Colleges". Canadian Journal of Higher Education 48, n. 2 (31 agosto 2018): 169–85. http://dx.doi.org/10.47678/cjhe.v48i2.188078.

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Given their unique pedagogical mandate and structure, Canadian public colleges play a central role in serving groups traditionally under-represented in the post-secondary system. Yet as enrolment from these groups continues to rise, it is unclear to what extent the diversity of student bodies is reflected among faculty. In fact, while issues of faculty diversity and employment equity have gained increasing attention within Canadian universities, they have been largely overlooked within colleges. In an effort to address this gap, we have reviewed the employment equity related policies of Ontario’s five largest publicly funded colleges (otherwise known as Ontario Colleges of Applied Arts and Technology, or OCAATs). With a focus on personnel data collection and recruitment—two policy areas we will argue are particularly underdeveloped in the sector—this paper provides recommendations for future research and priorities for organizational policy development.

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Kipang, Shani, e Daniyal Zuberi. "Beyond Face Value: A Policy Analysis of Employment Equity Programs and Reporting in Ontario Public Colleges". Articles 48, n. 2 (12 marzo 2019): 169–85. http://dx.doi.org/10.7202/1057109ar.

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Abstract (sommario):

Given their unique pedagogical mandate and structure, Canadian public colleges play a central role in serving groups traditionally under-represented in the post-secondary system. Yet as enrolment from these groups continues to rise, it is unclear to what extent the diversity of student bodies is reflected among faculty. In fact, while issues of faculty diversity and employment equity have gained increasing attention within Canadian universities, they have been largely overlooked within colleges. In an effort to address this gap, we have reviewed the employment equity related policies of Ontario’s five largest publicly funded colleges (otherwise known as Ontario Colleges of Applied Arts and Technology, or OCAATs). With a focus on personnel data collection and recruitment—two policy areas we will argue are particularly underdeveloped in the sector—this paper provides recommendations for future research and priorities for organizational policy development.

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Più fonti

Tesi sul tema "Employment equity and diversity"

1

Ralepeli, Selebeli Gideon. "Employee perceptions on managing diversity in the workplace / S.G. Ralepeli". Thesis, North-West University, 2008. http://hdl.handle.net/10394/2905.

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Tlhatlosi, Mannete Martha. "Application of the Employment Equity Act and diversity in the mining industry / by Thlatlosi Mannete Martha". Thesis, North-West University, 2010. http://hdl.handle.net/10394/4450.

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The global move towards human rights, the publication of King 11 reports and the post democratic legislations coerced the South African mining industry to diversify its workforce. The Employment Equity Act was the major driving force behind this, aimed at eliminating discrimination in the workplace and implementing Affirmative Action measures so that the workforce would reflect the economically active population. The question remains as to whether it could achieve a representative workforce, since the Commission of Employment Enquiry reports (2009-2010) and the Quarterly Labour Force Survey (second quarter, 2010) indicated that progress is very slow throughout all the industries. The mining industry is still predominantly White-controlled and emphasis is being placed on stimulating Black empowerment in the industry. Since the early 1990s the industry has seen significant restructuring and changes, including the phasing out of the traditional mining houses and the incorporation of the designated groups (females and Blacks) in ownership and management. However, rising gold prices and pressures on the global economy have forced the industry to embark on measures which impacted badly on the employment equity, leading to measures such as downsizing both the operations and staff, limiting training, centralising and outsourcing through contractual work. Migrant labour still plays an integral part. In order to analyse the application of Employment Equity Act and workplace diversity in the mining industry, a literature review was conducted to conceptualise the major constructs, and a survey through a close-ended questionnaire was administered to establish the progress made in this regard. The questionnaire was divided into three sections: section A was a biographical/demographic analysis focussing on the personal attributes ranging from gender, age, race, education and job grade. Section B and C were in the form of five-point likert scale to analyse the extent of understanding and knowledge, as well as attitudes and behaviour of the respondents respectively. The results were compared to secondary data in the form of reports collected from the senior metallurgy human resource manager. The convenience sample was taken from a sample of employees staying in the mining complex known as the 'Quarters', which comprised 345 houses, of which a response rate was 54%. Findings from the primary data indicated some progress in changing the organisational culture, with the majority of the respondents giving positive perceptions towards gender, disability and language used, while they identified the following as barriers (negative perceptions): lack of commitment by management; unfair labour practices in recruitment, promotions, training and development; insufficient knowledge about EEA and diversity; racial discrimination; and negative turnover intentions. They believed that diversity could improve productivity. The secondary data revealed that there was slow progress in attaining the numerical targets, especially in the D-band upwards (senior and top management levels). The females and people with disability were under-represented in all categories. The majority of employees in the skilled (C-band), semi-skilled and unskilled (B1-B7) were terminating their services. It is suggested that training of personnel about EEA and diversity be considered to get their active support and to prepare them for the change from the status-quo, extensive development of management on labour relations and good practices, as well as formation of committees to steer and monitor the adherence to policies.
Thesis (M.B.A.)--North-West University, Potchefstroom Campus, 2011.

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3

French, Erica. "Strategic equity management in the Australian private sector". Thesis, Queensland University of Technology, 2003. https://eprints.qut.edu.au/15887/1/Erica_French_Thesis.pdf.

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Developing equitable practices that provide fair access for all individuals to the benefits and burdens within an organisation remains a dilemma for management both in policy and practice. Research continues to show that the employment status and representation of women is significantly less in relation to those of men. Conflicting arguments on the causes of disparity and competing ideals on the value and means for addressing the disparity have resulted in a number of different opinions on the implementation and practice of equity management. This dissertation contributes to the current knowledge of equity management, exploring contemporary equity management strategies, identifying the approaches of its implementation and analysing these against the outcomes for the status of women's employment. The equity management practices of more that 1900 Australian Private Sector organisations are explored in order to identify the common themes of equity management. Factor Analysis and Confirmatory Factory Analysis are used to analyse the data. A model of strategic equity management practice was developed that identifies different structures, strategies and distribution principles designed to address the disparity between men and women. A major aim of this thesis was to explore the ability of a typological theory of equity management approaches to account for the differences in the status of women's employment. The thesis proposes a typology of equity management approaches that explain the implementation of equity management strategies based on structure and process. Four ideal-typical equity management approaches to achieving workplace parity are identified and explored. The traditional (non-compliance), anti-discrimination, affirmative action and gender diversity approaches proposed inform the a priori Cluster Analysis process that grouped Australian organisations based on their use of the approaches to equity management. Significant numbers of Australian organisations were identified utilising each of the identified approaches to equity management. It was further proposed that the different equity management approaches would be predictors of different outcomes for the employment status of women. MANCOVA was used to analyse the equity management approaches (as the independent variables) and the data on the status of women's employment (as the dependent variables). The findings indicate that the different approaches to equity management are predictors of different outcomes for the employment status of women. Results show that the traditional approach to equity management, which includes the use of none of the equity management strategies identified, is not a predictor of increases in any of the employment measures of women. The anti-discrimination approach, which includes the use of a limited number of equity management strategies identified, is a predictor of increases in some of the employment measures of women. The affirmative action approach to equity management, which includes the use of a number of proactive equity management strategies identified, is a predictor of increases in the employment status of women across a number of measures. The gender diversity approach to equity management, which includes the use of all the equity management strategies identified, is a limited predictor of increases in the employment status of women across some of the measures of employment. Managing the equity process within organisations is increasingly identified as an important tool in managing human resources in competitive, global environments that require productive workers and quality outputs. If equity management is to provide an effective means of addressing disparity between men and women in organisations, this thesis argues for the development of a strategic process to address the specific issues of disparity and the particular needs of the individual and the explicit goals of the organisation in equal opportunity.

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4

French, Erica. "Strategic Equity Management in the Australian Private Sector". Queensland University of Technology, 2003. http://eprints.qut.edu.au/15887/.

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Abstract (sommario):

Developing equitable practices that provide fair access for all individuals to the benefits and burdens within an organisation remains a dilemma for management both in policy and practice. Research continues to show that the employment status and representation of women is significantly less in relation to those of men. Conflicting arguments on the causes of disparity and competing ideals on the value and means for addressing the disparity have resulted in a number of different opinions on the implementation and practice of equity management. This dissertation contributes to the current knowledge of equity management, exploring contemporary equity management strategies, identifying the approaches of its implementation and analysing these against the outcomes for the status of women's employment. The equity management practices of more that 1900 Australian Private Sector organisations are explored in order to identify the common themes of equity management. Factor Analysis and Confirmatory Factory Analysis are used to analyse the data. A model of strategic equity management practice was developed that identifies different structures, strategies and distribution principles designed to address the disparity between men and women. A major aim of this thesis was to explore the ability of a typological theory of equity management approaches to account for the differences in the status of women's employment. The thesis proposes a typology of equity management approaches that explain the implementation of equity management strategies based on structure and process. Four ideal-typical equity management approaches to achieving workplace parity are identified and explored. The traditional (non-compliance), anti-discrimination, affirmative action and gender diversity approaches proposed inform the a priori Cluster Analysis process that grouped Australian organisations based on their use of the approaches to equity management. Significant numbers of Australian organisations were identified utilising each of the identified approaches to equity management. It was further proposed that the different equity management approaches would be predictors of different outcomes for the employment status of women. MANCOVA was used to analyse the equity management approaches (as the independent variables) and the data on the status of women's employment (as the dependent variables). The findings indicate that the different approaches to equity management are predictors of different outcomes for the employment status of women. Results show that the traditional approach to equity management, which includes the use of none of the equity management strategies identified, is not a predictor of increases in any of the employment measures of women. The anti-discrimination approach, which includes the use of a limited number of equity management strategies identified, is a predictor of increases in some of the employment measures of women. The affirmative action approach to equity management, which includes the use of a number of proactive equity management strategies identified, is a predictor of increases in the employment status of women across a number of measures. The gender diversity approach to equity management, which includes the use of all the equity management strategies identified, is a limited predictor of increases in the employment status of women across some of the measures of employment. Managing the equity process within organisations is increasingly identified as an important tool in managing human resources in competitive, global environments that require productive workers and quality outputs. If equity management is to provide an effective means of addressing disparity between men and women in organisations, this thesis argues for the development of a strategic process to address the specific issues of disparity and the particular needs of the individual and the explicit goals of the organisation in equal opportunity.

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5

Halvorson-Fried, Sarah Marie. "Exploring Factors Influencing Employer Attitudes and Practices toward Equity, Diversity, and Inclusion in the New River Valley". Thesis, Virginia Tech, 2016. http://hdl.handle.net/10919/71705.

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Although Congress enacted civil rights legislation in the 1960s to address racial inequities in income and employment, the executive branch and the courts have since retreated from efforts to pursue those policies aggressively. Meanwhile, anti-racism advocates, including the Montgomery County, Virginia based Dialogue on Race, have continued to promote strategies aimed at securing employment and income equity for all citizens. This study analyzed the social and economic costs of continued racial inequality in employment and income, and examined the ways in which local employers are addressing this challenge in the Blacksburg, Virginia region by exploring their self-reported rationales for action on the basis of economic efficiency or profit, moral obligation to fairness and justice, adherence to legal requirements, or leader influence. I addressed these concerns through population data analysis, key informant interviews, and a survey of major local employers. I found that New River Valley employers appear to be motivated by economic and moral reasons, as well as legal compliance. I conclude that activists should use this apparent openness to multiple rationales to work to help community leaders and local employers recognize racial equality as a moral imperative rather than as an instrumental claim incidental to its perceived utility.
Master of Urban and Regional Planning

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6

Masembate, Vivienne Mtombizodwa. "Is the composition of staff within Tygerberg Administration in terms of employment equity, representative of the demographics of the Western Cape from 05/01/2000 - 31/12/2001?" Thesis, University of the Western Cape, 2005. http://etd.uwc.ac.za/index.php?module=etd&amp.

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The shift from an ethnocentric, monocultural society to a more inclusive and democratic society should be accompanied by a national policy providing equal access to resources in a proactive, affirmative manner. This can be achieved in one of the two ways, either through equal employment opportunity or Affirmative Action. Affirmative Action is a specific intervention directed toward ensuring that employment opportunities are created by actively correcting imbalances caused by past discrimination and achieving employment targets. Equal employment opportunity implies an absence of discrimination, whereas Affirmative Action denotes compensatory discrimination in favour of disadvantaged groups.

Affirmative Action is a supplement to, rather than equivalent to equal employment opportunities in that equality cannot be a genuine option where the effects of previous discriminatory practices have not been redressed. In an equal opportunities system, not all persons have the same chance of achieving the desired goal, but all are provided with equal means to achieve it. The unequal outcome of such a system is caused by the unequal skills for talents of the past discrimination, especially in terms of education and experience. All the Directors of Tygerberg Administration who responded to the questionnaires supported this and all of them agreed that training is necessary for all employees, especially the previously discriminated groups. The primary objective of Affirmative Action can therefore said to be the adequate advancement of disadvantaged groups for the purpose of securing equal rights, freedom and opportunities.

Equal employment opportunity is seen as a passive agreement on the part of the employer not to discriminate against any particular group. Employers adhering to the principle of equal employment opportunity evaluates candidates for employment according to performance criteria which relates directly to the requirements of a particular position. Affirmative Action seeks to go beyond equal employment opportunity in that it recognises that, when members of disadvantaged groups constitute only a small percentage of the labour pool, passively providing equality of opportunity will not suffice in overcoming the effects of previous discriminatory employment practices. Affirmative Action employers are therefore given the mandate to identify and remove the barriers to the employment of those under-represented in the workplace. Merely removing the present obstacles to equality does not necessarily ensure equality between groups since the effects of previous discrimination need to be actively redressed.
It can be noted that equal employment and Affirmative Action programmes should not be equated with each other as they imply different approaches to overcoming the effects of previous discrimination. Affirmative Action is said to be a supplement to, rather than the equivalent of equal employment opportunity, in that it is required to eliminate the barriers to real equality in the workplace. In this regard, it is essential to point out that Affirmative Action programmes are a means to an end, namely equal employment opportunity, and should not continue after this end has been achieved. Due to the similarity between the two terms, Affirmative Action and equal employment opportunity are often equated with one another when, in essence, they have different meanings.

From the information gathered for this research it was clear that not many Blacks were employed in management and supervisory positions of the City of Tygerberg. The research revealed that despite adopting the Agreement on Affirmative Action and equal employment practice of the National Labour Relations Forum for Local Government as its policy framework, the Tygerberg Administration had not succeeded in meeting most of its obligations in terms of the above mentioned policy framework. This is largely ascribed to problems experienced with the implementation of equal employment and Affirmative Action programmes within the local authority. The methods of communicating these programmes to especially its lower category of disadvantaged employees to participate in training opportunities to improve their working skills, were not capitalised on. There was an unequal distribution of skills due to the effects of past discrimination, especially in terms of education. Active steps therefore need to be taken to ensure that the intentions of the local authority with repect to equal employment and Affirmative Action are implemented efficiently and effectively.

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Ryklief, Mogamat Yasien. "The equity composition of employees in a selected provincial government department in the Western Cape, South Africa". Thesis, Cape Peninsula University of Technology, 2017. http://hdl.handle.net/20.500.11838/2582.

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Thesis (MTech (Public Administration))--Cape Peninsula University of Technology, 2017.
In 1994 the newly elected democratic South African government inherited a nation deeply scarred by a history of racial division and social, political and economic inequality. The democratic government was determined to create an environment that felt like home to all, a society that welcomed all and a political environment that catered for all. The democratic government therefore introduced laws and structures designed to promote the principle of “equity.” Although these have been in force for more than 22 years, statistics indicate that white people continue to receive preference over other racial groups. This study sought to provide an overview of the equity composition of employees in the Department of the Premier in the Western Cape government. “Equity composition” refers to the categories of race and gender invoked by the Employment Equity Act in order to promote equality. The aim was to reach a set of conclusions and make recommendations that might improve the equity composition of employees in the direction envisaged by the legislation. The researcher has made use of a qualitative research methodology for this study. Unstructured interviews were conducted with twenty research participants purposively selected from the Department of the Premier, and the data gathered from the interviews was analysed using content analysis. The study found that there has been an increase in efforts to accommodate people with disabilities. It recommends that a dedicated training workshop regarding employment equity be designed by the director of the people management practices unit and rolled out throughout the department.

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Baker, Marzena. "Gender equality in project-based organisations". Thesis, Queensland University of Technology, 2020. https://eprints.qut.edu.au/205245/1/Marzena_Baker_Thesis.pdf.

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This thesis is a mixed methods research study that focuses on the evaluation of gender equality in the project-based organisations. It aimed to explore how gender equality initiatives affect representation of women at various levels of organisations and to understand the impact of women’s representation on organisational outcomes. It also aimed to explore the issues of selection and implementation of HR initiatives designed to address equality and diversity. This research extends our knowledge of the effectiveness of gender equality initiatives on women’s representation and the organisational practices in the selection and implementation of formal HR initiatives designed to address it.

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9

Woolnough, Kim Shantithe. "The relation between equity policies, employee perceptions and organisational culture". Diss., University of Pretoria, 2010. http://hdl.handle.net/2263/27275.

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Important changes that have taken place within South African politics mean that most companies today are under pressure to implement affirmative action (AA) policies within their organisations (equity policies). These AA policies include employment equity (EE) policies and Black economic empowerment (BEE) policies. Company agendas now include aspects such as equality and social justice and organisations will continue to be evaluated in terms of how well they meet employment equity targets. Many employees and citizens in general view the process and implementation of these policies with great scepticism and even reluctance. It is important to understand and examine these perceptions because employee perceptions influence employee attitudes and behaviour and therefore have an effect on the success (or failure) of an organisation. The effective implementation of EE and BEE policies will to a large extent depend on whether or not these policies fit into the overall culture of an organisation or whether the organisational culture is adapted to accommodate these policies. Previously, corporate cultures largely ignored principles of diversity and difference. It is important that the question of whether this has changed or changed to a large enough degree be answered, especially with regard to the implementation of EE and BEE policies. Some EE and BEE programmes may fail because previous structures, cultural systems and management styles are adhered to without adapting these to suit the needs of these policies. Ultimately, employees’ perceptions of AA in their organisation, namely the EE and BEE policies that are implemented, influence the attitudes and behaviour of employees and ultimately the success of the organisation. These perceptions are related to the culture of the organisation. This study explores employee perceptions of equity policies, specifically EE and BEE, in terms of differences in demographic characteristics, including race, gender, age, years’ service and occupational level; as well as relative to the main factors of these equity policies, as confirmed by a factor analysis performed on the data, namely the importance, impact and clarity of these policies. The sample company’s organisational culture is also explored in terms of these equity policies and perceptions thereof. The ultimate goal of this research is to examine if any relationships exist between the implementation of organisational cultural practices in an organisation relative to equity policies and employee perceptions of these, and if any relationships do exist, to determine the nature of such relationships. The sample size in this study is 476 employees.
Dissertation (MA)--University of Pretoria, 2010.
Psychology
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Carelse, Kareemah. "Employees’ perceptions towards workplace diversity in a financial institution operating in the Western Cape". uwc, 2013. http://hdl.handle.net/11394/3224.

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Magister Commercii (Industrial Psychology) - MCom(IPS)
Although South Africa is 18 years into creating a unique diversity management strategy, individuals - directly affected by diversity in organisation will differ completely from those individuals that have not been affected by diversity in organisations at all. The subject of diversity management has become a contentious issue causing disagreement and argument is in the last couple of years. Many organisations find it difficult to grasp the concept of diversity, thus creating an opportunity for organisational development consultants and management to make substantial profit (Dombai & Verwey, 1999). In the current working environment and the continuous change of the organisation‟s employees, the workforce has become more diverse. This resulted in wider employee knowledge, skills, experience and attitude which will allow the organisation to become more competitive globally. It is of utmost importance for organisations attract and retain staff from different cultural and diverse group of order to improve the employee performance and the competitive advantage of the organisation (Ferreira & Coetzee, 2010). Cumming and Worley (2009, p. 506-509) postulate that “organisational transformation – and more specifically diversity management - is impacting on the bottom line results of the organisation”. Organisational transformation implies radical changes in how members perceive, think, and behave at work. They are concerned with fundamentality altering the prevailing assumptions about how the organisation function and relates to its environment. The study aimed at determining the employees‟ perception towards workplace diversity in a financial institution operating in the Western Cape. More specifically, the following questions will be investigated in this study: What are employees‟ perceptions of workplace diversity? Do employees differ in their views/perception of workplace diversity based on their age, race, job categories, gender, job status and qualification? To what extent is workplace diversity understood by employees? What challenges are being faced to effectively implement workplace diversity? Information was gathered from both secondary and primary resources. All relevant information that was not obtained from publications was gathered through the use of questionnaires that were completed by employees in the financial institution. The primary resources in this research study used are questionnaires that were distributed to employees in a financial institution to complete. Permission was obtained from executive management, provincial management, junior management and the human resources department to distribute the research study questionnaire to the staff in the financial institution. Data was analysed by using structural, methodical and clear reasoning. Data analysis, involving a descriptive study in order to determine the relationship between the employees‟ perception towards workplace diversity in a financial institution operating in the Western Cape The descriptive study created an understanding of the relationship between the employees‟ perception towards workplace diversity, for the researcher and the organisation. The Pearson method was used to determine whether there is a relationship between age, race, gender, job category and qualification and the perceptions of workplace diversity in a financial institution. The Health Professional Council of South Africa (HPCSA)‟s ethical code of Professional Conduct for Psychologists was strictly adhered to. Voluntary participation was critical to the study because of the participants‟ time and energy required as well as asking participants to reveal personal information to the researcher. Permission to conduct the research was obtained from the financial institution where study was undertaken. Informed consent was obtained from participants before starting the data gathering process. Three hundred and nine (309) respondents completed a biographical questionnaire as well as the workplace diversity survey in order to understand their perception and understanding of workplace diversity. To ascertain the perception of workplace diversity, respondents completed a workplace diversity survey. While the results of the current study reveals interesting findings, the results should be interpreted with caution due to the size of the sample used which impacts the generalizability of the findings.

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Più fonti

Libri sul tema "Employment equity and diversity"

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Abu-Laban, Yasmeen. Selling diversity: Immigration, multiculturalism, employment equity, and globalization. Peterborough, Ont: Broadview Press, 2002.

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Abu-Laban, Yasmeen. Selling diversity: Immigration, multiculturalism, employment equity, and globalization. Peterborough, Ont: Broadview Press, 2002.

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Noon, Mike, e Emmanuel Ogbonna, a cura di. Equality, Diversity and Disadvantage in Employment. London: Palgrave Macmillan UK, 2001. http://dx.doi.org/10.1057/9780333977880.

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United States. Congress. House. Committee on Government Operations. The challenge of cultural diversity and cultural equity at the Smithsonian Institution: Ninth report. Washington: U.S. G.P.O., 1989.

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Fullerton, Johanna. Managing diversity in Ireland: Implementing the Employment Equality Act, 1998. Dublin: Oak Tree, 1999.

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Mustafa, Özbilgin, a cura di. Equality, diversity and inclusion at work: A research companion. Cheltenham , UK: Edward Elgar, 2009.

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Mustafa, Özbilgin, a cura di. Equality, diversity and inclusion at work: A research companion. Cheltenham , UK: Edward Elgar, 2009.

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W, Gale Andrew, e Davidson Marilyn, a cura di. Managing diversity and equality in construction: Initiatives and practice. London: Taylor & Francis, 2006.

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Office, Great Britain Cabinet, a cura di. Towards equality and diversity: Implementing the employment and race directives : consultation document. London: Cabinet Office, 2001.

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Profession, Canadian Bar Association Task Force on Gender Equality in the Legal. Touchstones for change: Equality, diversity and accountability : report. Ottawa, Ont: Canadian Bar Association, 1993.

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Capitoli di libri sul tema "Employment equity and diversity"

1

Sang, Katherine J. C., Jennifer Remnant, Olugbenga Abraham Babajide e James Richards. "Management of Equity and Diversity". In Handbook on Management and Employment Practices, 1–21. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-24936-6_15-1.

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Sang, Katherine J. C., Jennifer Remnant, Olugbenga Abraham Babajide e James Richards. "Management of Equity and Diversity". In Handbook on Management and Employment Practices, 331–50. Cham: Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-030-29010-8_15.

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Strachan, Glenda. "Equity and Diversity in Public Sector Employment". In New Public Service, 345–65. Wiesbaden: Gabler, 2011. http://dx.doi.org/10.1007/978-3-8349-6371-0_16.

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Martin, Natasha. "Chapter 12. New Narratives, Same Old Problems: The Risk of Diversity-Centred Workplace Decision-Making in a “Post-Racial” America". In Employment Equity in Canada, 259–83. Toronto: University of Toronto Press, 2014. http://dx.doi.org/10.3138/9781442668515-015.

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Chan, Jennifer. "Employment Equity for Whom? Deconstructing the Canadian Paradigm". In Interrogating Models of Diversity within a Multicultural Environment, 97–116. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-03913-4_6.

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Kaler, John. "Diversity, Equality, Morality". In Equality, Diversity and Disadvantage in Employment, 51–64. London: Palgrave Macmillan UK, 2001. http://dx.doi.org/10.1057/9780333977880_4.

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Manfredi, Simonetta. "Equality and Diversity at Work under the Coalition". In Employment Relations under Coalition Government, 108–26. New York ; London : Routledge, 2016. | Series: Routledge research in employment relations ; 37: Routledge, 2016. http://dx.doi.org/10.4324/9781315714431-6.

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Jain, Harish C. "Equality and Diversity in Employment in Canada". In Equality, Diversity and Disadvantage in Employment, 80–102. London: Palgrave Macmillan UK, 2001. http://dx.doi.org/10.1057/9780333977880_6.

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Michielsens, Elisabeth, Linda Clarke e Christine Wall. "Diverse Equality in Europe: The Construction Sector". In Equality, Diversity and Disadvantage in Employment, 118–35. London: Palgrave Macmillan UK, 2001. http://dx.doi.org/10.1057/9780333977880_8.

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Noon, Mike, e Emmanuel Ogbonna. "Introduction: The Key Analytical Themes". In Equality, Diversity and Disadvantage in Employment, 1–14. London: Palgrave Macmillan UK, 2001. http://dx.doi.org/10.1057/9780333977880_1.

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Atti di convegni sul tema "Employment equity and diversity"

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Ma, Lloyd “Elle”, Camille Dickson-Deane, William Raffe, Aurora Roar Murphy e Jaime Garcia. "Gaming for Equity: The Power of Diversity within Gender and Race in Gamers". In 2024 IEEE Conference on Games (CoG), 1–8. IEEE, 2024. http://dx.doi.org/10.1109/cog60054.2024.10645628.

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Gričnik, Ana Marija, Matjaž Mulej e Simona Šarotar Žižek. "Sustainable Human Resource Management". In 7th FEB International Scientific Conference. University of Maribor, University Press, 2023. http://dx.doi.org/10.18690/um.epf.3.2023.35.

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Sustainable HRM (SHRM) is a new approach to people management, focusing on long-term HRM, regeneration, and renewal. It helps firms attract and retain high-quality employees: by integrating SHRM practices into their employee value proposition, firms establish unique, attractive employer brands. Socially Responsible HRM, Green HRM, Triple Bottom Line HRM, and Common Good HRM are types of SHRM. Especially these characteristics of SHRM matter: Long-term orientation, care for employees, environment, profitability, employee participation and social dialogue, employee development, external partnership, flexibility, compliance beyond labor regulations, employee cooperation, fairness, equality. SHRM is based on sustainable HR policies, such as management of employment relationships, prevention, health and safety at work, training and continuous development, diversity and equal opportunities, fair remuneration and social benefits, communication, transparency, social dialogue, attraction, and retention of employees, work–family balance. The paper presents a possible requisitely holistic model of SHRM.

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Junior, Christina, Nicole A. Buzzetto-Hollywood e John H Padgett. "Perceptions of DEIA, Job Satisfaction, and Leadership Among U.S. Federal Government Employees". In InSITE 2024: Informing Science + IT Education Conferences. Informing Science Institute, 2024. http://dx.doi.org/10.28945/5289.

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Aim/Purpose . The quantitative comparative ex post facto research study covered in this paper aims to fill gaps in the literature by focusing on whether gender influences perceptions of leadership; diversity, equity, inclusion, and accessibility (DEIA); and job satisfaction among federal employees within the Department of Justice using empirical data. The study also explores whether there are relationships between the perception of leadership and job satisfaction and the perception of DEIA and job satisfaction. Background. Since 2002, the United States Office of Personnel Management (OPM) has administered the Federal Employee Viewpoint Survey (FEVS), which measures employee perceptions of whether and to what extent successful organizational conditions exist in their agencies. Areas currently assessed within the FEVS include training, job satisfaction, leadership effectiveness, management effectiveness, work-life balance, and diversity, equity, inclusion, and accessibility. The exploration of variations in perceptions of leadership, DEIA efforts, and job satisfaction among U.S. federal employees by gender and other criteria are crucial areas for research that are underrepresented in the literature. This is not only important for the United States federal government, which is grappling with high attrition rates, but also for public administrations around the world. Methodology. A quantitative ex post facto research design was used to analyze data from responses of U.S. federal employees working for the Department of Justice. Leadership, job satisfaction, and DEIA were all measured using aggregate scores from pre-determined question sets. Differences based on gender were analyzed using t-tests. Additionally, chi-squares and Spearman’s rank correlations were employed in order to explore whether there is a relationship between the perception of leadership and job satisfaction and the perception of DEIA efforts and job satisfaction among U.S. federal government workers. Contribution. The findings of this study aid in providing empirical data to support the need for federal government leadership to understand the impact of employees’ perceptions on their willingness to continue working in the federal government. The research study was grounded in Public Service Motivation Theory, which centers around factors that motivate individuals to pursue and maintain careers in the public service sector. More specifically, this study supported the public service motivation theory in that it looked at gender as a mitigating factor in public service motivation as well as explored the role of leadership and DEIA as a correlating factor to job satisfaction. The results of this research have practical implications for federal government leaders interested in increasing employee motivation and retention and who should be considering the range of sociocultural and demographic characteristics that have been found in the research to impact employee perceptions and experiences. Findings. The analyses found differences in perceptions of leadership, DEIA, and job satisfaction among United States Federal Government employees based on gender. Additionally, perceptions of leadership and DEIA were both found to influence job satisfaction. The first research question explored in this study used a t-test to consider whether the perception of leadership among U.S. federal employees differed based on participant gender with significance found. The second research question examined whether the perceived job satisfaction of U.S. federal employees differed based on gender, with statistical significance detected. The third research question focused on whether perception of DEIA differed when gender was explored and the results of the t-test indicated a significant difference in perceptions of DEIA when gender was considered. The fourth research question considered the relationship between the perception of leadership and job satisfaction. A Chi-square and a Spearman Rank Correlation were performed, and a relationship was found to exist. Research question five explored whether a relationship exists between the perception of diversity, equity, inclusion, and accessibility initiatives and job satisfaction, with significance found following a chi-square and a Spearman rank correlation. Recommendations for Practitioners. Leadership behaviors of managers and the existence of DEIA policies play a critical role in employees’ job satisfaction and commitment. The recommendations for organizational leadership in the public service sector include addressing gender inequality in work practices and environments and cultivating more inclusive organizational cultures. Recommendations for Researchers. The lack of inclusion of socio-cultural norms in the research on public service motivation is a gap that has yet to be sufficiently addressed and is an area of research that should be explored. Impact on Society. Research on public service motivation in local, state, national, and international government employment can aid organizations in developing strategies for improving recruitment, selection, and retention in public service organizations. This information can advance scientific knowledge on transforming management and leadership practices across sectors. Future Research. Future research can expound on what has been done here by examining in more detail how various identities, and more specifically intersecting identities, within the LGBTQIA+ community as well as other historically marginalized groups, impact such factors as perceptions of leadership, job satisfaction, employee motivation and retention, and work-life balance. Perceptions of specific DEIA initiatives should also be further explored.

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Price, C. Aaron. "Validation of the Equity Lens Map Diversity, Equity, and Inclusion Survey". In 2023 AERA Annual Meeting. Washington DC: AERA, 2023. http://dx.doi.org/10.3102/2007655.

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Azab, Mohamed. "Multidimensional Diversity Employment for Software Behavior Encryption". In 2014 6th International Conference on New Technologies, Mobility and Security (NTMS). IEEE, 2014. http://dx.doi.org/10.1109/ntms.2014.6814033.

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Reeves, Emily, Alistair Fyfe e Christina McIntyre. "Covid 19: Diversity, Equity, Disruption, or Disequilibrium". In London International Conference on Education. Infonomics Society, 2021. http://dx.doi.org/10.20533/lice.2021.0028.

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Kiesler, Natalie, e John Impagliazzo. "Implementing Diversity, Equity, and Inclusion in Accreditation". In 2022 International Symposium on Accreditation of Engineering and Computing Education (ICACIT). IEEE, 2022. http://dx.doi.org/10.1109/icacit56139.2022.10041468.

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Shrimpton, Mark, e Margaret Allan. "Delivering Employment Diversity on an Offshore Oil Project". In SPE International Conference on Health, Safety, and Environment in Oil and Gas Exploration and Production. Society of Petroleum Engineers, 2004. http://dx.doi.org/10.2118/86614-ms.

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Theoharis, George. "Moving Toward Equity? K–12 Diversity, Equity, and Inclusion (DEI) Actions and Resistance". In 2024 AERA Annual Meeting. Washington DC: AERA, 2024. http://dx.doi.org/10.3102/2104055.

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"Inclusion, Diversity, Equity, Access and Social Justice (IDEAS)". In 2021 7th International Conference of the Immersive Learning Research Network (iLRN). IEEE, 2021. http://dx.doi.org/10.23919/ilrn52045.2021.9459351.

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Rapporti di organizzazioni sul tema "Employment equity and diversity"

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Edmans, Alex, Caroline Flammer e Simon Glossner. Diversity, Equity, and Inclusion. Cambridge, MA: National Bureau of Economic Research, maggio 2023. http://dx.doi.org/10.3386/w31215.

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Harris-Reeves, Brooke E., Andrew G. Pearson, Barbara J. Hadley e Helen M. Massa. Equitable Education: Enhancing Academic Skills and Confidence through a First-Year Online Module. Journal of the Australian and New Zealand Student Services Association, aprile 2024. http://dx.doi.org/10.30688/janzssa.2024-1-07.

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Since 2008, higher education (HE) policies that aimed to diversify university student recruitment have increased enrolments from equity backgrounds. Supporting these students during their transition to university has been prioritised with the aim of enhancing retention, completion, and support for their future employment outcomes. Low student retention or program completion rates may impact federal government funding models and HE institutional reputations. Thus, a wide range of implemented strategies have sought to support HE success for all students, including those from equity backgrounds. Students transitioning to HE have different academic experiences and expertise. Thus, the online module, known as Skills for Academic Success (SAS), developed in this study was introduced to promote an enhanced understanding of HE expectations and academic skills needed for success. The module was completed by commencing students during the initial weeks of their university enrolment. Students perceived that the SAS module significantly enhanced their transition to HE, their understanding of university expectations, bolstered their academic confidence, and honed their study skills for success. This study showed that adaptive online modules can engage and assist students, especially those from diverse and equity-rich backgrounds, supporting them to develop a comprehensive grasp of HE academic expectations and essential academic skills. Student feedback highlighted that the resource prepared them for success as they embarked on their academic journey in the unfamiliar territory of HE.

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Davis, Steven, John Haltiwanger, Ron Jarmin, Josh Lerner e Javier Miranda. Private Equity and Employment. Cambridge, MA: National Bureau of Economic Research, settembre 2011. http://dx.doi.org/10.3386/w17399.

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Stelle, Elizabeth Leigh. CINT Diversity, Equity, and Inclusion Discussion. Office of Scientific and Technical Information (OSTI), giugno 2020. http://dx.doi.org/10.2172/1634926.

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Hernandez, Rigoberto. Open Chemistry Collaborative in Diversity Equity (OXIDE). Office of Scientific and Technical Information (OSTI), marzo 2019. http://dx.doi.org/10.2172/1504746.

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Pepper, Susan. Diversity, Equity and Inclusion in International Safeguards. Office of Scientific and Technical Information (OSTI), marzo 2021. http://dx.doi.org/10.2172/1776528.

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Doehring, Rory. Diversity, Equity, and Inclusion Surveys: Summary of Findings. Landscape Architecture Foundation, 2019. http://dx.doi.org/10.31353/rep001.

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Secules, Stephen, e Darryl Dickerson. Exemplifying the Scientific Enterprise through Diversity, Equity, and Inclusion. Florida International University, marzo 2019. http://dx.doi.org/10.25148/succeed.fidc008802.

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Secules, Stephen, e Darryl Dickerson. Exemplifying the Scientific Enterprise through Diversity, Equity, and Inclusion. Florida International University, 2020. http://dx.doi.org/10.25148/suceed.fidc008802.

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Dos, DeLa, e Jung Mi Scoulas. ARL Diversity, Equity, and Inclusion Institute Framework and Metrics. Association of Research Libraries, agosto 2023. http://dx.doi.org/10.29242/report.deiinstitute2023.

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The Association of Research Libraries has published a final report outlining the Diversity, Equity, and Inclusion (DEI) Institute curricular framework and success metrics. The development of this report was supported by an Institute of Museum and Library Services FY2020 Laura Bush 21st Century Librarian Program award (RE246354-OLS-20).

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