scholarly journals Workforce diversity management: A systematic literature review

2021 ◽  
Vol 26 (2) ◽  
pp. 3-11
Author(s):  
Yana Seliverstova
Keyword(s):  
Corporate Culture ◽  
Theoretical Study ◽  
Diversity Management ◽  
Workforce Diversity ◽  
Future Research ◽  
Moderate Number ◽  
Sustained Competitive Advantage ◽  
Definition Of ◽  
Business And Management ◽  
Research Show

The primary task of the paper is to propose a definition of the existing theoretical contributions to the term of workforce diversity management (WDM) in order to systematize present knowledge, clearly understand the definition of WDM in organizations and identify the gaps for future research. In this theoretical study, the Scopus database was used for sampling. 19 studies published since 2015 were identified, and then the selected papers were analysed according to key research definitions. Recently, the idea of diversity management (DM) acquires a new meaning; swiftly expanding its field and circulating around the world. WDM becomes a frequently significant part of Human Resource Management in corporations, as it helps companies to take a sustained competitive advantage in the current globalization and innovative age (Egerova, Jiřincová, Lančarič & Savov, 2013; Manoharan & Singal, 2017). The results of the research show that DM is perceived by a moderate number of existing publications as a method that helps to encompass both: a favourable corporate culture and organizational success. By assessing present studies on DM, the paper contributes to the literature on business and management and demonstrates the potential as the scrutinised field seems to be an attractive area for future research.

Diversity in the Workplace: A Review, Synthesis, and Future Research Agenda

2019 ◽  
Vol 6 (1) ◽  
pp. 69-88 ◽  
Author(s):  
Quinetta M. Roberson
Keyword(s):  
Current Literature ◽  
Scientific Knowledge ◽  
Research Agenda ◽  
Diversity Management ◽  
Workforce Diversity ◽  
Future Research ◽  
Future Research Agenda ◽  
Current State ◽  
Diversity In The Workplace ◽  
Theoretical Foundations

Fueled by socioeconomic trends that changed the composition of organizational workforces, the term workforce diversity was coined in the 1990s. Since then, both researchers and practitioners have strived (and struggled) to understand the concept, its effects in and on organizations, and strategies for managing such effects. In this article, I provide an overview and interpretation of the current literature to examine its purpose, progress, and direction. Highlighting key conceptualizations of the construct, theoretical foundations, and empirical findings on diversity and diversity management, I discuss the evolution and current state of the field and synthesize this information to propose a future research agenda. In doing so, I seek to identify theoretical, empirical, and practice areas of opportunity for advancing scientific knowledge about the meaning, substance, and outcomes of diversity as well as the implementation of diversity science in organizations.

Workforce diversity: from a literature review to future research agenda

2020 ◽  
Vol 12 (4) ◽  
pp. 577-603
Author(s):  
Shatrughan Yadav ◽  
Usha Lenka
Keyword(s):  
Research Agenda ◽  
Design Methodology ◽  
Theoretical Perspective ◽  
Diversity Management ◽  
Workforce Diversity ◽  
Future Research ◽  
Comprehensive Review ◽  
Content Type ◽  
Future Research Agenda ◽  
Different Dimensions

Purpose Workforce diversity is widely believed to enhance the knowledge and perspectives of organizations. The purpose of this study is to synthesize the existing diverse literature on workforce diversity and to enlighten the avenues for future research in managing workforce diversity. Design/methodology/approach This study performs a comprehensive review of empirical and conceptual studies published on workforce diversity and its outcomes in the top 13 peer-reviewed leading management journals between 1990 and 2019. Findings The assessment of diversity literature reported mixed and inconsistent results that are the critical challenges of diversity management. Furthermore, most studies have not individually identified the problems of diversity dimensions. To understand the problems, this study has divided the different dimensions of diversity (e.g. age, gender, race, education, functional background and tenure) and their results, supported by various theories. The findings of this study suggested a different reason for existing conflicts and proposed a future research agenda. Originality/value To overcome the challenges of diversity, this study has proposed the future research agenda for future research. to take optimum advantage of workforce diversity, this study contributes a theoretical perspective that enhances the understanding of existing diversity in organizations and develops diverse organizations.

Putting the Pieces Together: A Review of HR Differentiation Literature and a Multilevel Model

2021 ◽  
pp. 014920632098728
Author(s):  
Elise Marescaux ◽  
Sophie De Winne ◽  
Lieven Brebels
Keyword(s):  
Multilevel Model ◽  
Diversity Management ◽  
Future Research ◽  
Psychological Consequences ◽  
Systematic Analysis ◽  
Fine Grained ◽  
The Social ◽  
Research Findings ◽  
Inclusion Theory ◽  
Definition Of

Inspired by a pursuit of higher returns on human resource management (HRM) investments as well as a trend towards the individualization of HRM, several scholars have focused on the phenomenon of HR differentiation, that is, the differential allocation of resources across employees through the use of HRM practices. Yet, different definitions and angles to study HR differentiation have been used. As a result, ambiguities render it difficult to compare research findings and draw meaningful conclusions about HR differentiation and its consequences. Based on a systematic analysis of 164 articles from five different research streams (i.e., strategic HRM, talent management, i-deals, pay dispersion, and diversity management literatures), we identify four properties of HR differentiation (its basis, formalization, resource, and purpose) and propose a more fine-grained definition of the construct. Next, drawing from optimal distinctiveness–based inclusion theory, we develop an integrated multilevel model with propositions that helps explain the social psychological consequences of HR differentiation at three integrated levels of analysis (employee, workgroup, and organization). Subsequently, we derive an agenda for future research. In doing so, we contribute by developing a common language for scholars with different disciplinary backgrounds and inspire future research on HR differentiation.

Utilizing a New Human Relations Framework to Leverage Workforce Diversity

2012 ◽  
pp. 440-462 ◽  
Author(s):  
Rossella Riccò
Keyword(s):  
Corporate Social Responsibility ◽  
Organizational Commitment ◽  
Diversity Management ◽  
Developed Countries ◽  
Workforce Diversity ◽  
Human Relations ◽  
Technological Advances ◽  
Definition Of ◽  
Stakeholder Pressures ◽  
Corporate Social

In a global society, leveraging people’s diversities is one of the major challenges faced by organizations of any size in developed countries. Factors such as demographic changes, international and national anti-discrimination measures, globalization, service-economy shifts, stakeholder pressures on organizational commitment to corporate social responsibility, and technological advances are heightening the international attention paid to the increase in people’s diversities, thereby fostering discussion on their management in organizations. Since the end of the 1980s, professionals and academics have been debating how to devise efficient, effective, and equitable ways to manage workforce diversity in organizations; however, they have produced neither a shared definition of diversity management nor a general accepted assessment on the outcomes that diversity management can deliver for organizations and persons. The aim of this chapter is to expand the understanding of diversity management by systematizing it on the basis of McGregor’s new human relations framework.

Mapping the domain of the fragmented field of internal branding

2016 ◽  
Vol 25 (1) ◽  
pp. 43-57 ◽  
Author(s):  
Fathima Zahara Saleem ◽  
Oriol Iglesias
Keyword(s):  
Conceptual Framework ◽  
Corporate Culture ◽  
Future Research ◽  
Employer Branding ◽  
Internal Branding ◽  
Content Type ◽  
Brand Communities ◽  
General Management ◽  
Recent Trends ◽  
Definition Of

Purpose – The purpose of this paper is to build a comprehensive conceptual framework of internal branding, to demarcate this field from employer branding and to develop an updated definition of internal branding that incorporates the findings of the literature review and emerging views in branding. Design/methodology/approach – This research conducts a systematic review of the internal branding and employer branding literature following previously established procedures. Findings – The major findings of this research are that internal branding comprises five key components within a supportive corporate culture, namely, brand ideologies, brand leadership, brand-centred human resource management (HRM), internal brand communication and internal brand communities; and that internal branding is related yet distinct from employer branding in its discipline, focus, components, outcomes and the role of the brand. The paper concludes with a comprehensive definition of internal branding derived from the conceptual framework and recent trends in branding, in addition to directed suggestions for future research in the field. Research limitations/implications – This research highlights areas for future research within internal branding, including the need for further research on internal brand communities and how brands can “internally brand” brand partners. Practical implications – The research highlights the company-wide and brand partner-wide effort required in internal branding, in addition to the necessity of a supportive corporate culture. Originality/value – This is the first review of internal branding and employer branding that aims to differentiate between the constructs and build a conceptual framework of internal branding, by drawing from the fields of HRM, marketing, branding and general management.

Applying personalized medicine to adult severe asthma

2021 ◽  
Vol 42 (1) ◽  
pp. e8-e16 ◽  
Author(s):  
Angelica Tiotiu
Keyword(s):  
Personalized Medicine ◽  
Severe Asthma ◽  
Negative Impact ◽  
Target Therapy ◽  
Asthma Management ◽  
Future Research ◽  
Biologic Therapies ◽  
Eosinophilic Asthma ◽  
Definition Of ◽  
Structured Approach

Background: Severe asthma is a heterogeneous disease that consists of various phenotypes driven by different pathways. Associated with significant morbidity, an important negative impact on the quality of life of patients, and increased health care costs, severe asthma represents a challenge for the clinician. With the introduction of various antibodies that target type 2 inflammation (T2) pathways, severe asthma therapy is gradually moving to a personalized medicine approach. Objective: The purpose of this review was to emphasize the important role of personalized medicine in adult severe asthma management. Methods: An extensive research was conducted in medical literature data bases by applying terms such as “severe asthma” associated with “structured approach,” “comorbidities,” “biomarkers,” “phenotypes/endotypes,” and “biologic therapies.” Results: The management of severe asthma starts with a structured approach to confirm the diagnosis, assess the adherence to medications and identify confounding factors and comorbidities. The definition of phenotypes or endotypes (phenotypes defined by mechanisms and identified through biomarkers) is an important step toward the use of personalized medicine in asthma. Severe allergic and nonallergic eosinophilic asthma are two defined T2 phenotypes for which there are efficacious targeted biologic therapies currently available. Non-T2 phenotype remains to be characterized, and less efficient target therapy exists. Conclusion: Despite important progress in applying personalized medicine to severe asthma, especially in T2 inflammatory phenotypes, future research is needed to find valid biomarkers predictive for the response to available biologic therapies to develop more effective therapies in non-T2 phenotype.

Workforce Diversity on Employee Performance in the Office of the Attorney General and Department of Justice, Kenya

2019 ◽  
Vol 3 (V) ◽  
pp. 252-266
Author(s):  
Hellen Kanaiza Barang’a ◽  
Chrispen Maende
Keyword(s):  
Employee Performance ◽  
Attorney General ◽  
Diversity Management ◽  
Educational Background ◽  
Workforce Diversity ◽  
Department Of Justice ◽  
Business World ◽  
Age Diversity ◽  
And Gender ◽  
Unit Of Observation

Embracing and managing diversity in today’s business world is an essential part of successful business practices as it brings various voices to a team, improves morale and increases overall productivity. However, manager face difficulties in understanding the value of each person’s unique abilities or voice, there may arise some instances where certain employees still have conflicts. Ineffective communication of key objectives results in confusion, lack of teamwork, and low morale. In the office of the attorney general and department of justice now going through a massive influx of young workforce in both gender with diverse educational background and from different ethnic groups have brought a challenge of having different sets of values, expectations, and work styles in the work place and also understanding the other’s culture has been a heavy task on managing work force in the organization. It is due to this regard that this study sought to investigate the influence of workforce diversity on employee performance in the office of the Attorney General and Department of Justice in Nairobi City County, Kenya. The study specific objectives were to examine the influence of educational background diversity, ethnicity diversity, age diversity and gender diversity on employee performance. The theories guiding the study were the human capital theory, social identity theory, social exchange theory and social categorization theory. This study will use descriptive survey research design. The unit of observation was office of the Attorney General and Department of Justice in Nairobi City County, Kenya and the unit of observation was 5 Human Resource Managers and 50 Support Staff from HRM department. A census of 55 respondents was carried out. Primary data was collected using questionnaires. Quantitative data was analysed with the use of descriptive statistics such as mean and standard deviations and presented using tables, graphs, charts and figures. Content analysis was used to test data that was qualitative in nature or aspect of the data collected from the open ended questions. Multiple regression analysis was used to test the extent to which the variables relate to each other. The study examined that educational background diversity, ethnicity diversity, age diversity and gender had a positive and significant relationship on employee performance. The study concluded that employees with diverse educational background promote higher levels of consistency, creativity because of their unique perspectives. Ethnicity diversity management improve gains in worker welfare and efficiency, leads to reduced turnover costs, fewer internal disputes and grievances, prevention of marginalization and exclusion of categories of workers, improved social cohesion and so on. Age diversity in the workplace provides a larger spectrum of knowledge, values, and preferences. Having a diverse gender within the organization leads to a wider talent pool, encourages different points of view and approaches that come from different life experiences and the organization to challenge gender stereotypes. The study recommended that the organization should employ people of different backgrounds in education so as to improve creativity and innovation. The organizational management has responsibilities when it comes to promoting and monitoring ethnic diversity policy in the workplace. It is highly essential for the organization to find effective ways to meet the challenges of age diversity because both the old and the young employees can make tremendous contributions to the organization, in their own unique way. The organization should encourage team leaders to select diverse groups for projects to ensure the genders do not naturally separate.

Economic Mechanism for Managing the Communication Business Process of Industrial Enterprises in the Context of Globalization

2020 ◽  
pp. 63-73
Author(s):  
Konstyantyn Yu. Zavrazhnyi
Keyword(s):  
Economic Policy ◽  
Corporate Culture ◽  
Business Processes ◽  
Market Competition ◽  
Effective Interaction ◽  
Psychological Impact ◽  
Foreign Economic Policy ◽  
Economic Mechanism ◽  
Industrial Enterprises ◽  
Definition Of

The paper provides a definition of the economic mechanism for managing the communication business processes of industrial enterprises in the context of globalization as a set of a system of relations, authorities, forms and methods of organization and operation, which are regulated by legal and other norms of activity and provide effective interaction in internal and external environments. This allows to deepen the understanding of the essence in the context of globalization under the orientation towards communication (we mean interaction first of all). The composition of the comprehensive economic mechanism for managing the communication business processes of industrial enterprises is studied. This mechanism includes organizational, economic, legal, political, technical and technological, market, production, social, motivational, adaptive and communication submechanisms. This allows further formalization of the process of elemental improvement of the communication business processes of industrial enterprises. The components of mechanism are detailed. In particular, the economic submechanisms include the mechanisms of profits distribution, economic stimulus, financial, equity, investment and reinvestment in development and other mechanisms. The legal submechanisms include the mechanisms, which govern communication and professional legal relations. Organizational submechanisms include structural mechanisms, administrative and information mechanisms that ensure the development and modernization of communication activities at the enterprise, its information security. Political submechanisms include mechanisms of information policy, social and economic policy and foreign economic policy. Market submechanisms include the ones of market competition, demand and supply, etc. Social submechanisms include the ones of transparency of doing business, social responsibility, social and psychological impact, etc. Production submechanisms include the following ones: resource, implementation of new types of software and hardware and other. Technical and technological submechanisms include the ones of scientific and technological progress, technological updates. Motivational submechanisms include the mechanisms of material and non-material incentives of personnel. Adaptive submechanisms are the submechanisms of innovative development (including implementation of innovations in information field), managing the personnel potential, etc. Communication submechanisms include the ones of information-and-analytical activities (including research conducting); external communications (including the system of integrated communications tools, modern telecommunications and communications facilities); internal communications (including creating corporate culture). Key words: economic mechanism, submechanisms, management, communications, business processes, industrial enterprise.

Positive Workplaces

2009 ◽  
pp. 578-588
Author(s):  
Fred Luthans ◽  
Carolyn M. Youssef
Keyword(s):  
Organizational Behavior ◽  
Psychological Capital ◽  
Future Research ◽  
Positive Organizational Behavior ◽  
Performance Impact ◽  
Research Directions ◽  
Future Research Directions ◽  
And Performance ◽  
Definition Of ◽  
Psychological Capacities

Over the years, both management practitioners and academics have generally assumed that positive workplaces lead to desired outcomes. Unlike psychology, considerable attention has also been devoted to the study of positive topics such as job satisfaction and organizational commitment. However, to place a scientifically based focus on the role that positivity may play in the development and performance of human resources, and largely stimulated by the positive psychology initiative, positive organizational behavior (POB) and psychological capital (PsyCap) have recently been introduced into the management literature. This chapter first provides an overview of both the historical and contemporary positive approaches to the workplace. Then, more specific attention is given to the meaning and domain of POB and PsyCap. Our definition of POB includes positive psychological capacities or resources that can be validly measured, developed, and have performance impact. The constructs that have been determined so far to best meet these criteria are efficacy, hope, optimism, and resiliency. When combined, they have been demonstrated to form the core construct of what we term psychological capital (PsyCap). A measure of PsyCap is being validated and this chapter references the increasing number of studies indicating that PsyCap can be developed and have performance impact. The chapter concludes with important future research directions that can help better understand and build positive workplaces to meet current and looming challenges.

scholarly journals Validity of the Gender Dysphoria diagnosis and incidence trends in Sweden: a nationwide register study

2021 ◽  
Vol 11 (1) ◽  
Author(s):  
Malin Indremo ◽  
Richard White ◽  
Thomas Frisell ◽  
Sven Cnattingius ◽  
Alkistis Skalkidou ◽  
...  
Keyword(s):  
Gender Dysphoria ◽  
Age Groups ◽  
Medical Intervention ◽  
Future Research ◽  
Advantages And Disadvantages ◽  
Incidence Trends ◽  
Interaction Terms ◽  
Definition Of ◽  
The Individual ◽  
Nationwide Register Study

AbstractThe aim of this study was to examine the validity of the Gender Dysphoria (GD) diagnoses in the Swedish National Patient Register (NPR), to discuss different register-based definitions of GD and to investigate incidence trends. We collected data on all individuals with registered GD diagnoses between 2001 and 2016 as well as data on the coverage in the NPR. We regarded gender confirming medical intervention (GCMI) as one proxy for a clinically valid diagnosis and calculated the positive predictive value (PPV) for receiving GCMI for increasing number of registered GD diagnoses. We assessed crude and coverage-adjusted time trends of GD during 2004–2015 with a Poisson regression, using assigned sex and age as interaction terms. The PPV for receiving GCMI was 68% for ≥ 1 and 79% for ≥ 4 GD-diagnoses. The incidence of GD was on average 35% higher with the definition of ≥ 1 compared to the definition of ≥ 4 diagnoses. The incidence of GD, defined as ≥ 4 diagnoses increased significantly during the study period and mostly in the age categories 10–17 and 18–30 years, even after adjusting for register coverage. We concluded that the validity of a single ICD code denoting clinical GD in the Swedish NPR can be questioned. For future research, we propose to carefully weight the advantages and disadvantages of different register-based definitions according to the individual study’s needs, the time periods involved and the age-groups under study.

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