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Journal articles on the topic 'Diversity and inclusion in the workplace'

Author: Grafiati

Published: 12 December 2022

Last updated: 27 January 2023

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1

Lyall, Ruth. "From diversity to inclusion: Woodside Energy's inclusion and diversity journey." APPEA Journal 60, no. 2 (2020): 473. http://dx.doi.org/10.1071/aj19228.

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Woodside is a leading natural gas producer in Australia, operating 6% of the global supply of liquefied natural gas. Woodside has been on an accelerated inclusion and diversity journey since 2015, with female and Indigenous Australian participation growing each year, and recognition through the Australian Workplace Equality Index as the oil and gas sector’s most LGBTI+-inclusive company in 2019.This paper sets out experiences and learnings from Woodside’s journey so far, including: the way Woodside uses measurable objectives to set expectations and increase accountability; why everyday people

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Grissom, Andrew R. "The Alert Collector: Workplace Diversity and Inclusion." Reference & User Services Quarterly 57, no. 4 (2018): 243. http://dx.doi.org/10.5860/rusq.57.4.6700.

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It is usually assumed that the Alert Collector column author has some expertise on the subject covered. This is especially true this issue for author Andrew R. Grissom’s column on workpace diversity and inclusion. Grissom is an information professional at a nonprofit devoted to these issues. You could say he “lives and breathes” this topic. The column has something for all libraries, whether you are seeking to expand your circulating collections or offer an in-house collection of resources to help your library create or maintain an inclusive workplace.—Editor

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Daigh, Aaron Lee M. "Diversity and Inclusion: Building a Vibrant Workplace." CSA News 64, no. 6 (2019): 26–31. http://dx.doi.org/10.2134/csa2019.64.0615.

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Hight, Donna L. "Managing Workplace Diversity and Inclusion: A Psychological Perspective." European Journal of Training and Development 41, no. 8 (2017): 737–39. http://dx.doi.org/10.1108/ejtd-07-2017-0065.

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Carter, Elizabeth. "Workforce Diversity -- A Journey Through Inclusion and Diversity in the Workplace." Journal - American Water Works Association 109 (January 1, 2017): 14–16. http://dx.doi.org/10.5942/jawwa.2017.109.0007.

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Dhuru, Prajakta S. "Inclusion of PWD’s at workplace." YMER Digital 21, no. 07 (2022): 303–11. http://dx.doi.org/10.37896/ymer21.07/23.

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The Rights of Persons with Disabilities Act, 2016, and the Rights of Persons with Disabilities Rules, 2017, have contributed to companies not only ensuring that at least 3% of their workforce is differently abled but also providing assistive technology, tailor-made training and support systems to ensure that PWDs learn and grow in their jobs. (Shekhar, 2018). It is important to understand the extent to which organisations are responsibly creating an inclusive work environment to welcome and improve the number of PWD’s. It is also important to study the employee awareness on the Persons with Di

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Perales, Francisco, Christine Ablaza, and Nicki Elkin. "Exposure to Inclusive Language and Well-Being at Work Among Transgender Employees in Australia, 2020." American Journal of Public Health 112, no. 3 (2022): 482–90. http://dx.doi.org/10.2105/ajph.2021.306602.

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Objectives. To provide empirical evidence of the positive effects of exposure to inclusive language on trans employees’ well-being. Methods. We leveraged unique data from a large Australian national survey of workplace diversity and inclusion (2020 Australian Workplace Equality Index Employee Survey), focusing on a subset of trans respondents (n = 453). We derived self-reported and aggregate-level measures of exposure to trans-inclusive language and created a multidimensional index of employee well-being. We examined their relationships using fully adjusted random-intercept multilevel regressi

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Fujimoto, Yuka, and Mohammad Jasim Uddin. "Poor-inclusive workplace model: A Relational Perspective." Equality, Diversity and Inclusion: An International Journal 39, no. 8 (2020): 881–900. http://dx.doi.org/10.1108/edi-11-2019-0267.

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PurposeThe theory building of inclusive workplace is still in its early stages, particularly concerning the inclusion of the poor in the developing countries. Through the exploration of social entrepreneurial inclusion, this study extends the inclusive workplace theory by featuring the inclusive dynamism of organizations for the poor in developing countries.Design/methodology/approachA case study approach was selected, as the goal of this study is to build on the theory in an under-researched area. This qualitative study is described as theory elaboration as it expands upon theoretical links t

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Matsuda, Yoriko, and Rie Ishikawa. "Gender diversity, inclusion and well-being in the workplace." Proceedings of the Annual Convention of the Japanese Psychological Association 82 (September 25, 2018): 1PM—113–1PM—113. http://dx.doi.org/10.4992/pacjpa.82.0_1pm-113.

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Poerwanti, Sari Dewi. "Pengelolaan Tenaga Kerja Difabel untuk Mewujudkan Workplace Inclusion." INKLUSI 4, no. 1 (2017): 1. http://dx.doi.org/10.14421/ijds.040101.

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The focus of this study is the management of workers with disabilities as efforts to achieve an inclusive workplace in PT. Trans Retail Indonesia. The study also elaborates supporting and inhibiting factors in the implementation of labor management. This is a qualitative research that collects the data using literary studies, observation and in-depth interview. The result shows that the management is started from knowledge level of the company about workers with disabilities, selection process, development, compensation and maintaining the employs. In addition, they identify key factors of man

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Linklater, Kate. "Inclusion Capital: How Police Officers Are Included in Their Workplaces." Societies 12, no. 5 (2022): 128. http://dx.doi.org/10.3390/soc12050128.

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Policing organisations are increasingly expected to be representative of the diversity (e.g., gender, sexuality, ethnicity and religion) in the communities they serve. However, inclusion of these officers in the workplace often requires them to fit into prevailing police culture, meaning that the cultural changes expected in association with increased diversity are not achieved as readily in police organisations. Drawing upon semi-structured interviews with twenty police detectives, in this article, I assert that there are three core characteristics required of police officers needed to promot

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Tang, Ningyu, Xingshan Zheng, and Chiyin Chen. "Managing Chinese diverse workforce: toward a theory of organizational inclusion." Nankai Business Review International 8, no. 1 (2017): 39–56. http://dx.doi.org/10.1108/nbri-03-2016-0010.

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Purpose This paper aims to apply and integrate the existing literature of inclusion to develop a multi-level theory of organizational inclusion for the more and more diverse workforce. Design/methodology/approach This paper first analyzes the issue of workforce diversity in China, and then reviews the concept of organizational inclusion. After that, this paper develops a multi-level model of organizational inclusion catering to Chinese diversity issue. Findings This paper outlines a series of propositions on how organizational, group, interpersonal and individual factors affect inclusion at bo

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Gill, Gurwinder Kaur, Mary Jane McNally, and Vin Berman. "Effective diversity, equity, and inclusion practices." Healthcare Management Forum 31, no. 5 (2018): 196–99. http://dx.doi.org/10.1177/0840470418773785.

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Demographics in Canada, and the workplace, are changing. These include population changes due to race, ethnicity, religion/faith, immigration status, gender, sexual identity and orientation, disability, income, educational background, socioeconomic status, and literacy. While this rich diversity can present challenges for patient experiences/outcomes and working environments, it can also present opportunities for positive transformation. For successful transformation to take place, strategies should focus on “Diversity, Equity, and Inclusion” (DEI) versus “diversity” alone and on creating incl

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Bendick, Jr, Marc, and Mary Lou Egan. "Using Information Regulation to Enhance Workplace Diversity, Inclusion, and Fairness." Argumenta Oeconomica Cracoviensia, no. 10 (2014): 59–77. http://dx.doi.org/10.15678/aoc.2014.1005.

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Cahill Pope, Patricia. "The Trust Imperative in the Workplace: Leveraging Diversity and Inclusion." Design Management Review 30, no. 3 (2019): 4–10. http://dx.doi.org/10.1111/drev.12182.

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Sabie-Aridi, Amalisha S., Darrell Norman Burrell, and Kevin Richardson. "Exploring Organizational Behavior and Workplace Diversity in Healthcare." International Journal of Health Systems and Translational Medicine 2, no. 1 (2022): 1–13. http://dx.doi.org/10.4018/ijhstm.306970.

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Overlook hospital is facing major impacts that include (1) the minority nursing workforce is 4 percent, while the minority patient representation is 39%, (2) the hospital supply chain does not have one minority vendor, (3) 85 percent of minority nurses are dissatisfied with the work culture and job advancement opportunities, and (4) the hospital does not have a diversity and inclusion strategy. The hospital has experienced a series of community protests against the lack of diversity and discrimination at the hospital. The focus of is study is an exploration of diversity and inclusion in a hosp

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Bai, Xinyu. "Introduce Diversity and Inclusive Management to organizational culture building and a combination with Chinese scenarios." BCP Business & Management 34 (December 14, 2022): 737–42. http://dx.doi.org/10.54691/bcpbm.v34i.3090.

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This paper is developed under the background of globalization and the development of the concept of workplace diversity. It is shown that workplace diversity has been beneficial for organizations’ development however it is a challenge for managers. For solving this problem, people started to focus on the issue of Diversity and Inclusion management. The management of diversity is a business technique used by firms to attract, maintain, and develop personnel from diverse backgrounds, and inclusion is a concept focused on employees‘ engagement. This article introduced organizational culture build

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Bhalla, Harsh. "Diversity in Business Development-Why Representation Matters?" International Journal of Management and Humanities 9, no. 5 (2023): 12–15. http://dx.doi.org/10.35940/ijmh.e1557.019523.

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It has been rightly said by Josh Bersin- ‘Companies that embrace diversity and inclusion in all aspects of their business statistically outperform their peers.’ Today, Diversity and Ethnic Inclusion, popularly known as DEI, is gaining momentum in the corporate world. More and more companies are focusing on being diverse by incorporating D&I policies at all workforce levels. However, making a company diverse and inclusive is much more than a matter of ethics.It is also a driving force of growth,revenue, and profit. This article explores the current trends of the subject matter along with th

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Suresh, Vasanthi, and Lata Dyaram. "Towards a confluence: disability inclusion and organizational change." Journal of Indian Business Research 12, no. 4 (2020): 625–44. http://dx.doi.org/10.1108/jibr-03-2019-0068.

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Purpose Despite increased attention towards workplace disability in global and local development agenda, mainstream inclusion of persons with disability continues to be a challenge for most organizations. This paper aims to explore how organizations can be facilitated for adapting to the need and responsibility for change, towards evolving into disability inclusive workplaces. Design/methodology/approach This paper uses an inter-domain approach by linking organization change and development models to Indian indigenous disability management literature. Findings This review indicates that in com

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Norman, Mario V., and Kimberly M. Johnson. "The importance of employee inclusion: lessons for HR managers." Strategic HR Review 21, no. 1 (2021): 20–24. http://dx.doi.org/10.1108/shr-11-2021-0052.

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Purpose The purpose of this paper is to provide an overview of the phenomenon, or the lack thereof, of building a culturally inclusive organization, specifically suggesting this paper will offer tips for human resources (“HR”) practitioners in their quest to understand and enhance inclusivity. Design/methodology/approach This paper is written for practitioners, focusing on ways to foster employee inclusiveness through personal awareness. It includes business and professional rationales for HR practitioners recognizing the need for and the factors impeding employee inclusiveness in the workplac

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Westgate, Suzanne. "Diversity, inclusion and CSG: the challenges and the benefits." APPEA Journal 56, no. 2 (2016): 536. http://dx.doi.org/10.1071/aj15042.

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Organisations increasingly accept that a genuine commitment to workforce diversity and inclusion improves profitability, reputation and effectiveness. It is also widely accepted that natural CSG projects on the eastern seaboard face increasing challenges from community opposition groups and regulatory change. Embracing diversity and inclusion in the workplace, and developing CSG projects, both require authentic engagement. AGL Energy Limited’s (AGL) Inclusion and Diversity Policy recognises that a diverse workforce, with its broad range of experience and perspectives, has a better opportunity

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Mane, Abhay. "Experience of LGBT+ Employees at the Workplace in India: Diversity and Inclusion." International Journal of Social Science Research 9, no. 2 (2021): 164. http://dx.doi.org/10.5296/ijssr.v9i2.18925.

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Introduction: Not many individuals belonging to lesbian, gay, bisexual and transgender (LGBT+) community are open about their identity in society or at their workplace. There is scarcity of data on LGBT+ employees at workplace in India with very few employers encouraging active hiring of the community or considering having policies in place for these individuals.Objective: The objective of this study is to understand the current situation of LGBT+ employees in India and find out about their experiences related to their sexuality.Methods: A survey of 10 questions was conducted and answered by L

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

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Strategies to manage diversity and address racism within organizations are fast becoming routine practice. This is especially important given the demographic compositions of workforces are changing and evidence that racism is commonplace within workplaces and associated with a range of detrimental economic, social and health outcomes. In this paper, we consider organizational assessment as a largely overlooked approach to managing diversity and addressing racism in the workplace. Approaches to organizational assessment in the fields of diversity management and cultural competency are explored

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

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Purpose The purpose of this paper is to examine how organizational diversity may be associated with immigrants’ quality of coworker relationships. More specifically, this paper examines how immigrants’ perceived deep-level similarity and perceived workplace ethnic diversity may be associated with their quality of coworker relationships. Design/methodology/approach A final sample of 347 immigrant employees were surveyed. Hierarchical regression analyses were conducted to test the hypotheses. Findings Immigrants’ quality of coworker relationships is positively associated with their perceived dee

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Hirsch, Peter Buell. "The charge of the white brigade." Journal of Business Strategy 38, no. 1 (2017): 47–50. http://dx.doi.org/10.1108/jbs-10-2016-0131.

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Purpose The purpose of this study is to examine the long struggle to increase diversity and inclusion in the leadership of large corporations. In spite of significant progress, women and minorities are still woefully under-represented. The extraordinary diversity of the Millennial generation (born between 1982 and 2004) should help accelerate change, but it is not believed that demographics on its own will dramatically improve matters. This viewpoint examines some of the underlying tensions around diversity in the workplace and suggests some approaches that could have a positive impact. Design

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Mellifont, Damian. "Facilitators and Inhibitors of Mental Discrimination in the Workplace: A Traditional Review." Studies in Social Justice 15, no. 1 (2021): 59–80. http://dx.doi.org/10.26522/ssj.v15i1.2436.

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Discrimination can closely follow disclosure of neurodivergence in the workplace. This traditional review of the literature therefore aims to (a) critically explore factors that facilitate and inhibit mental discrimination in workplace environments, and (b) produce an evidence-based, anti-discrimination guide supporting neurodivergent employees. Applying content analysis to 64 scholarly articles retrieved from Scopus, ProQuest Central and PsycINFO (via OvidSP) databases, this traditional review offers three main messages which should be of value to HR policymakers and practitioners. First, the

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Szymanska, Aneta, and Denis Aldighieri. "Diversity and Inclusion in the Workplace: Employee Perception and Implications for Internal Brand Management." International Conference on Advances in Business, Management and Law (ICABML) 2017 1, no. 1 (2017): 368–88. http://dx.doi.org/10.30585/icabml-cp.v1i1.32.

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The study explores the issues connected with diversity and inclusion in the workplace and their application in internal branding. The authors draw attention to the depth of the problematics and identify the gaps in research results concerning the meaning of diversity management as a method of creating corporate image of the organization, both externally and internally. The purpose of the research is to investigate employees’ perceptions on diversity in the workplace. It will develop insight into and knowledge of the current state of diversity in the workplace in Poland. Secondly, the res

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Tarmizi, Abdul Hafiz. "Addressing Equity: Assessing Inclusion and Diversity in Government Services, Operations, and Management." International Journal of Humanities, Management and Social Science 5, no. 1 (2022): 40–49. http://dx.doi.org/10.36079/lamintang.ij-humass-0501.347.

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Equity is the use of justice to recognize each other’s rights, using equality for the same. On the other hand, equity adjusts the rules to certain conditions to make it fairer and more equitable in an organization. It also serves as a platform of justice and because it does not prescribe written laws, it only creates more democracy and also has a role in law. Equity is a fair way of implementing the Law, as the norm is adapted to situations where it is subject to the criteria of equality and fairness. Malaysia's multicultural culture might well be a source of strength if the government upholds

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

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

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Kulkarni, Mukta, Stephan Alexander Boehm, and Soumyak Basu. "Workplace inclusion of persons with a disability." Equality, Diversity and Inclusion: An International Journal 35, no. 7/8 (2016): 397–414. http://dx.doi.org/10.1108/edi-08-2016-0066.

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Purpose The purpose of this paper is to integrate research on human resource systems with work on disability management practices to outline how multinationals across India and Germany are engaged in efforts to increase workplace inclusion of persons with a disability. Design/methodology/approach Semi-structured interviews with respondents from multinational corporations in India and Germany were conducted, transcribed, and analyzed. Findings Employers followed three guiding principles (i.e. beliefs): importance of harnessing diversity, encouraging multi-stakeholder engagement internally, and

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Authors, Contributing, Kanza Tariq Khan, and Shaista Jabeen. "Investigating the Impact of Workplace Diversity on Organizational Citizenship Behavior: The Mediating Role of Inclusion." Journal of Management and Research 6, no. 2 (2019): 18–50. http://dx.doi.org/10.29145/jmr/62/060202.

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This research is aimed to investigate the effects of workplace diversity on organizational citizenship behavior with the mediating role of inclusion. Today the problems faced by the organization’s executives are to develop a culture that gives value to differences and enhances the efficiency of the entire workforce. Employees of the IT sector of Lahore are selected as respondents and the data is collected through an adapted questionnaire. The sample size is 368 and convenience sampling is used. Regression analysis is applied to evaluate the data through SPSS software. Findings show that workfo

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Jaegers, Lisa, Alyssa Cepon, Natalie Hoeferkamp, Catherine Kiaupa, Delanie Dumanlang, and Drashti Topiwala. "Prison Workplace Health Promotion: A Needs Assessment to Inform Diversity, Equity, Inclusion, and Belonging." American Journal of Occupational Therapy 76, Supplement_1 (2022): 7610505076p1. http://dx.doi.org/10.5014/ajot.2022.76s1-po76.

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Abstract Date Presented 04/01/2022 Discrimination and other forms of racism in the workplace contribute to mental and physical chronic stressors. This qualitative study explores diversity, equity, inclusion, and belonging (DEIB) among workers in a statewide prison system. Focus group findings indicate that workers are concerned about how they are treated by peers and management; suggestions for workplace health improvements are considered. Primary Author and Speaker: Lisa Jaegers Additional Authors and Speakers: Alyssa Cepon, Natalie Hoeferkamp, Catherine Kiaupa, Delanie Dumanlang, Drashti Top

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Cruickshank, Kenneth. "A framework for inclusion." Australian Review of Applied Linguistics 38, no. 3 (2015): 155–71. http://dx.doi.org/10.1075/aral.38.3.05cru.

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Linguistic and cultural diversity is becoming a feature of the teaching profession in OECD countries with the increase in global migration and mobility (Reid, Collins & Singh, 2014). Plurilinguali teachers, however, tend to experience marginalisation in terms of gaining employment and in their workplace experiences. Although there is a body of research into the ex/inclusion of plurilingual teachers at the systemic/policy level and individual level, there is a gap in what is known about the school factors. The ways that plurilingual teachers are positioned and position themselves vary acros

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Nweiser, Mishlin, and Krisztina Dajnoki. "THE IMPORTANCE OF WORKFORCE DIVERSITY MANAGEMENT AS A GLOBAL IMPERATIVE – A SYSTEMATIC REVIEW." Oradea Journal of Business and Economics 7, no. 2 (2022): 63–74. http://dx.doi.org/10.47535/1991ojbe157.

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Workforce diversity is an international phenomenon in developed and developing countries. Diversity is an issue that has gotten a lot of attention in many fields; diversity and inclusion have become accepted as a global business topic. Workplace diversity (WPD) is a holistic concept that refers to company employees’ disparities. It refers to the complex physical, sociological, and psychological characteristics characterising an individual or group, such as gender, race, sexual orientation, and religious or political beliefs. Academics and practitioners alike are paying increased attention to w

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Humphreys, Brynne. "Five ways to lead with inclusion." Strategic HR Review 15, no. 5 (2016): 204–7. http://dx.doi.org/10.1108/shr-07-2016-0061.

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Purpose The purpose of this paper is to provide parallels and actions between leading inclusive teams and the fundamentals of improvisation. Design/methodology/approach The paper examines the skills that successful improvisers possess and translates those into a leadership application. Findings Leaders can practice to improve methods to build more inclusive cultures in the workplace. Originality/value To complement diversity information, leaders must also take actions and practice. This approach offers tangible practice that puts ideas into action.

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

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Purpose – Describes the role of HR in creating an inclusive workplace. Design/methodology/approach – Explains how organizations can build an inclusive workplace that addresses the diverse needs of different employee groups. Findings – Shows that affirmative action is an important first step toward managing diversity, but successful management of diversity goes beyond merely complying with the letter of the law. Practical implications – Advances the view that scholarship programs for minority members, diversity scorecards, mentoring programs, language assistance, diversity councils and support

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Sposato, Martin, Simon Feeke, Paul Anderson-Walsh, and Linbert Spencer. "Diversity, inclusion and the workplace-equality index: the ingredients for organizational success." Human Resource Management International Digest 23, no. 5 (2015): 16–17. http://dx.doi.org/10.1108/hrmid-05-2015-0085.

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Purpose – Presents organizations with issues to consider regarding inclusion and its importance as well as a well-established index that companies can join in order to make sure that equality is not a mere policy but that it counts in reality in every organization. Design/methodology/approach – Describes the power that an organization can derive from deliberately nurturing and integrating heterogeneous groups of people so that they fit together. Findings – Explains that the best way for an organization to succeed is to combine employee knowledge, skills, judgment and attitudes, alongside fair

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Arora, Dr Anjali. "Age diversity and inclusion in the modern Indian workplace: Opportunities and challenges." International Journal of Research in Human Resource Management 1, no. 2 (2019): 99–103. http://dx.doi.org/10.33545/26633213.2019.v1.i2b.76.

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Wright, Tessa, Fiona Colgan, Chris Creegany, and Aidan McKearney. "Lesbian, gay and bisexual workers: equality, diversity and inclusion in the workplace." Equal Opportunities International 25, no. 6 (2006): 465–70. http://dx.doi.org/10.1108/02610150610713782.

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PurposeAims to present a report of a conference held at London Metropolitan University in June 2006 that presented and discussed the findings of a two‐year research project, funded by the Higher Education European Social Fund. The project investigated the experiences of LGB workers following the introduction of the Employment Equality (Sexual Orientation) Regulation 2003 in the United Kingdom.Design/methodology/approachThe research was a qualitative study carried out in 16 case study organisations, seen as representing “good practice” in the area of employment of LGB workers. The case studies

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Mellifont, Damian. "COVID-19 related factors affecting the experiences of neurodivergent persons in the workplace: A rapid review." Work 71, no. 1 (2022): 3–12. http://dx.doi.org/10.3233/wor-210811.

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BACKGROUND: Policy responses to the COVID-19 pandemic offer possibilities to advance social justice. One such prospect is to make workplaces more inclusive of neurodivergence. OBJECTIVE: This research addresses the question of, in what ways might COVID-19 affect the experiences of neurodivergent persons in the workplace? METHODS: Conducting a rapid review, the author has applied thematic analysis to a total of 50 documents comprised of journal articles, news articles, and guides as retrieved from purposive searches of ProQuest Central, ProQuest Newsstream International, Google Scholar, and Goo

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Latif, Ruby, Wendy Cukier, Suzanne Gagnon, and Radia Chraibi. "The diversity of professional Canadian Muslim women: Faith, agency, and ‘performing’ identity." Journal of Management & Organization 24, no. 5 (2018): 612–33. http://dx.doi.org/10.1017/jmo.2018.18.

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AbstractThis article examines how identities are constructed and performed by a sample of Muslim women in the Canadian workplace. This research will provide new insights on how Muslim women disclose or ‘perform’ their identities in different contexts. This study will build upon previous research on identity construction of ethnic minorities in the workplace and intersectionality and the workplace experiences of Muslim women by conducting interviews with 23 professional Muslim women in Canada. The findings have important implications for understanding Muslim women’s identity work in broader con

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Chow, Irene Hau-Siu. "Cognitive diversity and creativity in teams: the mediating roles of team learning and inclusion." Chinese Management Studies 12, no. 2 (2018): 369–83. http://dx.doi.org/10.1108/cms-09-2017-0262.

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Purpose This paper aims to identify the mechanisms through which cognitive diversity affects creativity. It explores how and in what ways cognitive diversity affects team members by examining the mediating roles of team learning and inclusion. Design/methodology/approach Questionnaire survey data were collected from matched supervisor and employee pairs from a direct sales company in the health-care industry in China. The final sample consisted of 216 employees from 48 teams, with a response rate of 90 per cent. Each employee’s immediate supervisor rated his or her creativity and in-role perfo

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Sabie-Aridi, Amalisha S., Darrell Norman Burrell, Kevin Richardson, Eugene Lewis, Jorja B. Wright, and Roxanne Elliott Kemp. "Advancing Diversity and Inclusion Management Consulting in Hospital Settings." International Journal of Public and Private Perspectives on Healthcare, Culture, and the Environment 6, no. 1 (2022): 1–10. http://dx.doi.org/10.4018/ijppphce.308296.

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This analysis takes a deep dive into how a U.S. hospital, at risk of losing millions of dollars from a contract because of unfair hiring practices and discriminatory promotion practices among racial minorities. The hospital is also facing a class-action nursing discrimination lawsuit. The employee perception is that the organization is biased against African American, Native American, and Latino nurses with hiring, promotions, bonuses, training opportunities, and management job opportunities. These groups have representation numbers in their nursing workforce of less than 5 percent. The focus

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Bharadwaj, Amrita, and Divyangna Singh. "Tata Steel’s Journey of Leading the Cause of LGBT+ Inclusion." NHRD Network Journal 14, no. 3 (2021): 336–45. http://dx.doi.org/10.1177/26314541211033657.

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Tata Steel is an equal opportunity employer where diversity & inclusion (D&I) is not a choice but a way of life. Our vision is to make Tata Steel a world class equal opportunity employer where everyone is respected, every voice is heard. We are proud to feature amongst the IWEI 2020 Top Employers for LGBTQ+ inclusion. This recognition reaffirms our commitment to foster a culture of allyship to actively promote LGBTQ+ empowerment and build a benchmark workplace. We have been working relentlessly towards curating a workplace where people can bring their authentic selves to work through s

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Boesby Dahl, Dorte. "“Making up” workers in an inclusive organisation." Equality, Diversity and Inclusion: An International Journal 33, no. 3 (2014): 249–60. http://dx.doi.org/10.1108/edi-11-2013-0093.

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Purpose – The purpose of this paper is to investigate the unintended consequences of managing inclusion and diversity and how these unintended consequences relate to organisation members’ mediation between work tasks and practices of inclusion and diversity. Design/methodology/approach – The study uses critical diversity and inclusion studies as the theoretical context and a Danish municipal centre responsible for parking patrol as the empirical context. The researcher has conducted interviews and participant observation in this organisation and particularly analyses the “making up” of abstrac

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Arnold, Sarah, and Anne O'Brien. "Imagining diversity." Alphaville: Journal of Film and Screen Media, no. 24 (December 20, 2022): 32–48. http://dx.doi.org/10.33178/alpha.24.02.

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Recent international challenges to the hegemonic structures in the media industries—particularly regarding gender, sex and class—have resulted in a range of institutional-level responses. In Ireland, state bodies such as Screen Ireland and the Broadcasting Authority of Ireland have developed gender action plans. Funding incentives in screen production are now tied to increasing women’s participation. The national broadcaster, RTÉ and various independent companies have published diversity and inclusion strategies. The Irish media workforce today, it seems, should be open and inclusive to all. H

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Khan, Nickalus R., Charles M. Taylor, and Kristy L. Rialon. "Resident Perspectives on the Current State of Diversity in Graduate Medical Education." Journal of Graduate Medical Education 11, no. 2 (2019): 241–43. http://dx.doi.org/10.4300/jgme-d-19-00062.1.

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ABSTRACT Background Diversity continues to be an important topic to physicians in training. Objective We set out to define current issues related to diversity in graduate medical education; explore these topics with a multispecialty group of current residents and fellows; and identify programmatic, institutional, and Accreditation Council for Graduate Medical Education actions to support diversity in the medical profession. Methods A 35-member, multispecialty council of residents and fellows used a World Café diversity and inclusion exercise to highlight current issues related to diversity. Re

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Bowman Williams, Jamillah, and Jonathan M. Cox. "The New Principle-practice Gap: The Disconnect between Diversity Beliefs and Actions in the Workplace." Sociology of Race and Ethnicity 8, no. 2 (2022): 301–14. http://dx.doi.org/10.1177/23326492221078293.

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Following increased calls for racial justice, many organizations have pledged to play their part in dismantling systemic racism. One common step leaders take is to invest in diversity and inclusion programs. Yet, despite organizations’ bold claims to value diversity and the investment of billions of dollars on related efforts, workplace discrimination continues to be a major factor in the lives of people of color. In addition, existing research highlights a principle-policy gap, wherein people—particularly White Americans—espouse support for the principles of diversity, yet their support wanes

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Russell, Jared A., Leslie D. Gonzales, and Harald Barkhoff. "Demonstrating Equitable and Inclusive Crisis Leadership in Higher Education." Kinesiology Review 10, no. 4 (2021): 383–89. http://dx.doi.org/10.1123/kr.2021-0051.

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Academic leadership faces tremendous pressure to build sustainable environments that demonstrate a commitment to the principles of inclusive excellence. Currently, the convergence of dual global crises—the COVID-19 pandemic and reckoning of systemic violence and racism toward individuals from historically marginalized and oppressed groups—has led to prioritizing impactful inclusive excellence leadership processes that address justice, equity, diversity, and inclusion. However, too often, in times of crisis, the strategic prioritizing and, more importantly, allocation of resources to support in

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Serafini, Kelly, Caitlin Coyer, Joedrecka Brown Speights, et al. "Racism as Experienced by Physicians of Color in the Health Care Setting." Family Medicine 52, no. 4 (2020): 282–87. http://dx.doi.org/10.22454/fammed.2020.384384.

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Background and Objectives: The purpose of this study was to examine the impact of racism experienced by physicians of color in the workplace. Methods: We utilized a mixed-methods, cross-sectional, survey design. Seventy-one participants provided qualitative responses describing instances of racism from patients, colleagues, and their institutions. These responses were then coded in order to identify key domains and categories. Participants also completed quantitative measures of their professional quality of life and the incidence of microaggressions experienced while at work. Results: We foun

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