Relevant bibliographies by topics / Employee Diversity

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Employee Diversity'

Author: Grafiati
Published: 4 June 2021
Last updated: 20 June 2025

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Journal articles on the topic "Employee Diversity"

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Li, Ji, Ying Zhang, Silu Chen, Wanxing Jiang, Shanshan Wen, and Yanghong Hu. "Demographic diversity on boards and employer/employee relationship." Employee Relations 40, no. 2 (2018): 298–312. http://dx.doi.org/10.1108/er-07-2016-0133.

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Purpose The purpose of this paper is to explore the relationship between demographic diversity on boards and employer/employee relationship (EER) and to test the moderating effect of contextual factors such as a firm’s financial situation. Design/methodology/approach This paper analyzes data from over 1,000 publicly listed US firms and uses hierarchical regression. Findings Demographic diversity on boards of a given firm, such as ethnic diversity and gender diversity, should have positive effects on EER, which can be considered as an important dimension of overall human resource management performance in a given firm. Contextual factors such as a firm’s financial situation should moderate the relationship between demographic diversity on boards and the EER. Originality/value First, this research contributes to the current literature by showing that EER can be influenced by demographic diversity on boards, which further helps to highlight the beneficial effect of demographic diversity in top management team. Second, this study uncovers the moderating role of some contextual factors such as a firm’ financial situation. Third, this study also contributes to the corporate governance literature by studying the link between demographic diversity on boards and EER.
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Khan, Kamran, and Zartashia Kynat Javaid. "Analyzing Employee Performance through Workforce Diversity Management: Role of Workforce Diversity Characteristics." Foundation University Journal of Business & Economics 8, no. 2 (2023): 85–101. http://dx.doi.org/10.33897/fujbe.v8i2.811.

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The present study explores how diversity management impact employee performance behaviors and identified the mediating role of gender, religion, education and age diversity between the relationship of diversity management and employee performance. To carry out this research, cross sectional design was employed. Data was collected with simple random sampling technique from 350 employees working in diverse cultures in textile organizations of Pakistan. Quantitative data was analyzed on SMARTPLS software by employing structural equation modeling technique. The results of the present study indicate that workforce diversity management has significant direct relation with employee performance and various diversity characteristics mediate this relation. It helps to understand the diverse culture and provide guidelines for management of workforce diversity. Limitations and future recommendations are discussed.
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Garib, Geetha. "Leisure managers’ perceptions of employee diversity and impact of employee diversity." International Journal of Hospitality Management 32 (March 2013): 254–60. http://dx.doi.org/10.1016/j.ijhm.2012.07.002.

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Anthony, Katherine D., and Kathleen D. Trajico. "Harnessing Workforce Diversity for Enhanced Employee Performance: Strategic Insights for Capacity Building." International Journal of Multidisciplinary: Applied Business and Education Research 5, no. 11 (2024): 4843–75. https://doi.org/10.11594/ijmaber.05.11.40.

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Diversity, a consequence of evolution and globalization, has prompted businesses to reevaluate their organizational structures. This shift has created opportunities for management to harness the valuable perspectives and ideas of diverse employees, which serve as catalysts for success in the intricate and ever-changing business environment. Consequently, the primary objective of this study is to investigate the relationship between employees' perceptions of diversity practices within the organization and their influence on employee productivity, engagement, and performance. Furthermore, the study seeks to ex-plore effective strategies for managing workforce diversity. The ma-jority of respondents belong to the age group of 41 years and above, are female, and are Tagalog employees. Respondents unanimously acknowledged that various diversity practices have a positive impact on employee productivity and overall organizational performance. However, significant organizational challenges such as resistance to change, communication barriers, and resource constraints hinder the successful implementation of diversity programs and, consequently, employee performance. However, there was no significant variation in the influence of diversity practices on employee productivity and overall performance across demographic groupings, such as age, gen-der, and ethnicity. The most effective diversity integration strategies employed within the organization involved regular diversity training programs and the involvement of all employees in diversity initia-tives. Furthermore, integrating diversity into employee performance leads to heightened employee satisfaction and a sense of belonging. Employees become more proactive in their roles when they feel in-cluded and valued within the organizational culture, resulting in ele-vated employee engagement levels in organizations that actively sup-port and promote diversity and inclusion. Furthermore, the integra-tion of diversity in employee engagement leads to diverse perspec-tives that contribute to improved decision-making and enhanced work outputs. The measurement and evaluation framework developed by the U.S. Agency for International Development (USAID) for Diversity Management has been adapted to assess the impact of diversity initiatives on employee performance. The three-module training program was designed to help small busi-nesses develop inclusive cultures and enabling work environments as well as strategies for bringing in, managing, and retaining a diverse workforce.
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Deborah, Wanjiru Mariru, and Eng'airo Pamela. "Generational Diversity and Performance of Employees in County Governments: A Case of County Government of Nyeri." Journal of Economics, Finance And Management Studies 07, no. 08 (2024): 5176–83. https://doi.org/10.5281/zenodo.13369279.

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This study sought to determine the influence of generational diversity on employee performance in the county government of Nyeri. A descriptive research design was adopted, targeting the 3800 employees of the Nyeri County administration. Data was collected from a sample of 362 employees using a self-administered questionnaire. With the use of SPSS, data analysis techniques included descriptive, correlation and regression analysis. Tables were used to display the results. There was a significant variation in age within the County government of Nyeri. There was a strong positive correlation between generational diversity and employee performance, r(344)=.811 p.001. Regression analysis also revealed that generational diversity is a significant (p.001) predictor of employee performance, accounting for a substantial proportion (65.7%) of the variance in performance and demonstrating a strong positive effect. It was concluded that generational diversity in the county administration of Nyeri has a notable and favourable impact on their performance. There is therefore a need for equal opportunities for career growth and development across all age categories within county government of Nyeri.
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Malik, Nida. "Workforce diversity enhancing employee performance in small and medium-sized enterprises in Pakistan." Global Business Management Review (GBMR) 14, no. 2 (2022): 1–15. http://dx.doi.org/10.32890/gbmr2022.14.2.1.

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This study aimed to highlight workforce diversity in employee performance practice in Pakistan's small and medium enterprises. There is a significantly larger need for a diverse workforce in Pakistani SMEs because SMEs developing their positive contribution to sustaining a Pakistan economy and workforce diversifying the private sector in employment. The influence of diversity involves gender, age, education, and ethnic diversity to improve employee performance. This quantitative research used a survey method to collect data from 120 employees employed in SMEs in Pakistan. The study findings established the significant contribution of training for workforce diversity and employee performance is important for SMEs to solve work-related problems. Initially, employees need to understand the diverse system at SMEs for better team building to accomplish of a task. The statistical results also support the significant association of skills training and team building for task completion. The current study examines the significant challenges to workforce diversity top dimensions of gender, age, education, and ethnicity offer suggestions on how to improve workforce diversity and employee performance. This research is addressing workforce diversity and employee relations in small and medium-sized enterprises in Pakistan, and for better performance, SMEs in Pakistan must concentrate on giving staff tasks and training that are relevant to those tasks. The research influence that all the top four dimensions of workforce diversity (gender, age, education, ethnicity) have a positive correlation with employee performance in a Pakistani small-medium size enterprise. As a result, SMEs must operate workforce diversity to improve employee performance.
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Waligóra, Łucja, and Agata Austen. "CRITICISM OF THE INTERGENERATIONAL DIVERSITY CONCEPT. TOWARDS DIVERSITY OF EMPLOYEES DUE TO AGE." Zeszyty Naukowe Wyższej Szkoły Humanitas Zarządzanie 20, no. 3 (2019): 241–94. http://dx.doi.org/10.5604/01.3001.0013.7252.

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The diversity of employees in organizations has always aroused the interest of employers and specialists in human resource management. Interest in generational diversity has been gradually increasing since the turn of the 21st century. While many researchers support the concept of generation diversity, an increasing number of scientists question the validity of the idea that employees differ not only in age, but above all in values, approach to work or attitude to employer loyalty, have different motivational needs, and other competences. This article discusses the differences between individual, often appearing concepts: generation and cohort, intergenerational and multi-generational. Methodological challenges were also poin¬ted out when trying to thoroughly examine the differences between employees from different generations and between older and younger employees. The article also aims to verify the differences between generational diversity and employee diversity based on age. In addition, the article indicates the observation that the theoretical basis on the issue of generations, as well as previous empirical research, raise a lot of controversy and point to many substantive and research gaps, in contrast to the concept of employee diversity due to age.
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Laar, David Diam. "Impact of Cultural Diversity on Overall Organizational Performance: A Moderating Role Education." TEXILA INTERNATIONAL JOURNAL OF ACADEMIC RESEARCH 9, no. 1 (2022): 19–27. http://dx.doi.org/10.21522/tijar.2014.09.01.art003.

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This study focused on the impact of cultural diversity on organizational performance as moderated by employees’ educational attainment. The study measured cultural diversity as language, religious and value system diversity. Organizational performance was measured as team building, communication, and employee productivity. The study collected primary data from 353 employees from ten different manufacturing companies in the Ashanti and Greater Accra Regions of Ghana. The study employed mean and standard deviation for descriptive analysis. The study employed a structural equation model for the estimation. Cultural diversity was found to be prevalence in the sampled companies. However, team building, and communication were effective, and employee productivity was high. The educational attainment of employees significantly reduced the negative impact of language, religious, and value system diversity on each organizational performance indicator. Stakeholders in Ghana’s manufacturing industry should encourage continued human resource development through the pursuance of higher education, internal and external training, and seminars.
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Cewińska, Joanna. "EMPLOYEE TURNOVER IN THE CONTEXT OF THE DIVERSITY OF EMPLOYEES." PRACE NAUKOWE UNIWERSYTETU EKONOMICZNEGO WE WROCŁAWIU, no. 511 (2018): 62–72. http://dx.doi.org/10.15611/pn.2018.511.05.

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Canet, Lena. "The Effect of the Company's Cultural Diversity on Restaurant Employees Performance." Employee engagement, employee performance, cultural diversity, organizational culture, restaurant employees 06, no. 06 (2023): 2521–26. https://doi.org/10.5281/zenodo.8051837.

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This study looked at how managing organizational cultural diversity affects restaurant employees' performance. The study's main objective is to provide in-depth information about workplace cultural diversity. It seeks to create a precise set of rules to help organizations all over the world embrace cultural diversity. The respondents' demographic profile, including their gender, age, religion, ethnicity, race, and civil status, was successfully evaluated by the researchers using a questionnaire. This information is crucial for assessing the respondents' differences and how those differences affect their performance at work. The Likert Scale Method is used by the researchers to gauge the respondents' level of agreement with each statement provided in order to determine how cultural diversity affects productivity at work. The study explores how cultural diversity affects employees' performance and productivity, how employees view their organization's management strategy for managing cultural diversity, and how employees' experiences with cultural diversity in the workplace. According to the study, women make up the majority of respondents, who are between the ages of 20 and 30, among those who work in restaurants. The majority of respondents, according to the study, are Roman Catholic, Tagalog, and Asian. Regarding their civil status, all of the respondents are single. On the other hand, the majority of respondents considered their restaurant fosters teamwork by allowing diverse employees to share ideas and knowledge in order to find the best way to solve a problem, resulting in a better outcome on tasks. When it comes to respondents' level of agreement, the majority of respondents believe that organizational cultural diversity benefits restaurant employees' productivity. According to the study's findings, cultural diversity management training or education may enhance workers' performance at work. They will be better able to identify their own strengths and weaknesses if they have an understanding of cultural diversity. When a workplace is managed effectively, it promotes the growth of new ideas, knowledge, abilities, and working methods. The success and profitability of an organization are also influenced by cultural diversity, and productivity is increased in an environment free from cultural prejudice.
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Dissertations / Theses on the topic "Employee Diversity"

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Taiwo, Kehinde Olayinka. "Organizational Decision-Making Through Employee Diversity." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7759.

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The global nature of today's business environment, coupled with technological advances, compels managers to work with an increasingly diverse workforce worldwide. The purpose of this multiple-case study was to explore how bank managers used employee diversity effectively in the organizational decision-making process. Participants were 10 frontline management staff (middle and executive managers) with the required employee engagement skills involved in the decision-making process of a Nigerian bank. The conceptual framework for this study was rational choice theory, also called rational action theory or choice theory. Participants responded to 8 open-ended semistructured interview questions. The data collection process included validating and triangulating information gathered via member checking and review of archival business documents and peer-reviewed journals. Thematic analysis was used to analyze data from the study. Five key themes emerged from data analysis: recruitment, retention, and improvement of diverse talents; education and integration of employees with a divergent institutional heritage; engagement and leveraging of diverse stakeholders; business innovation, and productivity; and decision-making, and profitability. The implications of this study for social change include employee diversity management and strategic practices that contribute to effective decision-making process in the organization to improve socio-economic development of stakeholders (customers, board of directors, employees, policymakers and business contractors) and promote cohesion within bank staff and stakeholders resulting to improved business relationship and tolerance in society.
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Panoch, Amber. "The relationship between diversity and employee retention." Online version, 2001. http://www.uwstout.edu/lib/thesis/2001/2001panocha.pdf.

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Fink, Janet S. "Intercollegiate athletic members' perceptions of managing employee diversity /." The Ohio State University, 1997. http://rave.ohiolink.edu/etdc/view?acc_num=osu1487944660931294.

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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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Hsiao, Wei-Jen (Aaron). "The Effect of Organisational Diversity on Employee Attitudes and Behaviours in Taiwanese Hotels." Thesis, Griffith University, 2013. http://hdl.handle.net/10072/367968.

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Employees typically have expectations concerning the organisations that employ them. The degree to which these expectations are met determine whether they will feel a part of the organisation and whether they will want to remain employed there. Previous literature on diversity among employees in the workplace has shown that high levels of diversity greatly benefit the employees of an organisation by providing higher levels of satisfaction and commitment (Charmine, 2004). Recently there has been a significant number of studies examining diversity in Western hospitality industry contexts (see Baum, Dutton, Karimi, & Kokkranikal, 2007; Devine, Baum, Hearns, & Devine, 2007). However, the literature on organisational diversity in North-East Asian settings remains inadequate, especially in the context of the hospitality industry. Though social identity theory has been used extensively in relational research on diversity, before insights from social identity theory can make a greater contribution to contemporary organisations, a better understanding of the applicability of this construct across cultures is needed. Thus, an examination of the impact of organisational diversity on employees in the Taiwanese hospitality industry in the context of a collectivistic culture is an important contribution to the literature. The aim of this research project was to explore whether organisational diversity is associated with Taiwanese employee attitudes and behaviours and to illustrate if social identity theory is applicable in the North-East Asian context because Taiwan is a state in North-East Asia and the first constitutional republic in Asia (Directorate General of Budget Accounting and Statistics, 2013).<br>Thesis (PhD Doctorate)<br>Doctor of Philosophy (PhD)<br>Griffith Business School<br>Griffith Business School<br>Full Text
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Rodriguez, Jose Luis. "INCLUSIVE LEADERSHIP AND EMPLOYEE ENGAGEMENT: THE MODERATING EFFECT OF PSYCHOLOGICAL DIVERSITY CLIMATE." CSUSB ScholarWorks, 2018. https://scholarworks.lib.csusb.edu/etd/682.

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Leadership is a well-known complex phenomenon that focuses on important organizational, social and personal processes, where leadership is dependent on a process of social influence, which occurs between the leader and follower (Bolden, 2004). Therefore, leaders need to operate with a certain understanding of leadership and the environment in order to address the increasing pressures and demands that come with being a leader. However, leadership concepts too often focus on leader behaviors apart from their effects on followers; in contrast, Inclusive Leadership (IL) highlights the importance of leadership as a social construction process between the leader and follower. The present study first examines the association of IL and employee engagement (EE), and second, the moderating effect of Psychological Diversity Climate (PDC) on the association between IL and EE. Specifically, context that related to leader characteristics and employee behavior was furthered explored to help shape an understanding on how contextual factors affect the relationship. First, a bivariate correlation revealed that IL was shown to be significantly and positively related to EE. Second, a regression analysis using Andrew Hayes’ PROCESS tool on SPSS was used to examine the moderation, which found that PDC did not significantly moderate the relationship between IL and EE. Additional analyses were further explored to address the insignificant findings for the purpose of explaining if one of IL’s sub-dimensions significantly affected the moderation analysis. Similar, to hypothesis testing, no significant results were found. The results suggest that immediate supervisors play a critical role in enhancing EE; however, no additive effect occurs when a PDC is incorporated. Implications and recommendations for future research are discussed. Data consisted of 221 adult men and women working a minimum of 12 months and 20 or more hours a week to support our model.
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Amuenje, Florentia. "The impact of diversity training on employee attitudes and behaviour with regard to diversity in work organisations: an analysis of a diversity-training programme in a Namibian work organisation." Thesis, Rhodes University, 2003. http://hdl.handle.net/10962/d1002433.

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Diversity training programmes are formal efforts to prepare the workforce to work with individuals from different cultural backgrounds and to improve organisational effectiveness. Although many studies have described diversity training programmes in the workplace, only a few have been evaluated to assess their effectiveness and impact on job outcomes. This thesis describes a study that assessed the impact of a diversity management-training programme on employee attitudes and behaviour towards diversity in a manufacturing company in Namibia. Kirkpatrick’s (1959) four-level model, which examines the trainees’ reactions to the training, the learning acquired, the behaviour change and improvement in organisational results, was used to measure the impact of the training programme. Data was collected through pre-and post-assessment semi-structured individual interviews and a focus group was conducted two months after the training. Data analysis indicates that the first two levels of the evaluation model showed an impact. The participants had positive reactions towards the course and said that they had learnt from the course. The data also showed that the training did not have any impact on the behaviour of the participants and on organisational outcomes. The research also revealed that lack of improved productivity and organisational results might have been influenced by unrealistic expectations, past political conditions, job insecurity and unemployment and the training context. Some recommendations for both the diversity training programme administrators as well as the management of the company are made.
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ANJORIN, RASHIDAT, and AVNI JANSARI. "MANAGING CULTURAL DIVERSITY AT WORKPLACE." Thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, Företagsekonomi, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-40190.

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Abstract: Background: Cultural diversity within a workplace is increasingly becoming important as more organisations are embracing it within the global workforce. Some of its effect have been linked to performance outcomes according to past reviews and as a result, there are more suggestions on the need to study how various organisations manage their cultural diversity. Universities as an organisation has also blended in the internationalisation practice through human resources and diverse employees to form a part of the economic globalisation. Purpose: The purpose if this paper is to examine how cultural diversity is managed in a Swedish university, Jönköping International Business School (JIBS). Also, further investigation is on the employee’s perception of how the practices and policies of cultural diversity is being delivered by the management at the university. Method: An exploratory research is conducted for this paper and the empirical findings is gathered through a qualitative research. The primary research is retrieved by semi-constructed interviews. The human resource department and teachers from different backgrounds and countries were interviewed to find out how the teachers perception of cultural diversity management at their workplace based on how the practices and policies were delivered to them. Findings: Based on the interviews it was found that the cultural diversity management as a topic is well understood by both the management and the employees. However, the study revealed that the employees do not perceive it in the same manner it was being delivered to them by the management. The issues and practices connected to managing cultural diversity is not entirely provided by the management within the work environment. It essential that the management provide for more effectively communicated structure.
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Maierhofer, Naomi Iris. "Linking group values with employee outcomes in organisations /." St. Lucia, Qld, 2004. http://www.library.uq.edu.au/pdfserve.php?image=thesisabs/absthe17963.pdf.

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Akwuole, Peter C. "Generational Age Differences and Employee Motivation in the Public Sector." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3739.

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Motivation is rarely used as a diversity management strategy, and as a result, little academic research explores the relationship between generational age differences and motivation in public sector management. Using Deci's intrinsic and extrinsic motivation theory as the foundation, the purpose of this correlational design study was to evaluate the relationship between generational age differences and employee motivation in a Maryland government agency. Data were collected through an online survey using the Work Preference Inventory from 35 of the agency's 5585 employees, born between 1946 and 2000. Data were analyzed using one-way analysis of variance with post-hoc tests to assess the relationship between the intrinsic and extrinsic motivations of Baby Boomers, Generation X, and Generation Y. Findings of the ANOVA revealed that there were no statistically significant associations between the 3 generational cohorts regarding intrinsic or extrinsic motivations suggesting that there are no differences among the 3 generations in terms of preferences. However, an analysis of correlations between intrinsic and extrinsic motivations for both Baby Boomers and Generation X were strongly positive at r = .862 and .602 respectively, but strongly negative for Generation Y at r = -0.856. One of the social change implications stemming from this study is the recommendation for public organizations to explore a blend of intrinsic and extrinsic motivations to attract and enhance the longevity of members of each generational group in the public sector. This provides a more balanced and cost effective approach in sustaining generational diversity in the sector through employee motivation. This will benefit the general public because they could receive efficient services offered with minimal personnel cost.
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Books on the topic "Employee Diversity"

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London, Anne. Managing employee diversity supplement. Dryden Press, 1992.

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B, Rosener Judy, ed. Workforce America!: Managing employee diversity as a vital resource. Business One Irwin, 1991.

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Police, Illinois State. Human Services, Diversity Resource Bureau. Illinois State Police, 1999.

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Lockwood, Nancy. Staffing research: Recruiting for workplace diversity : a business strategy. Society for Human Resource Management, 2007.

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Williams, Teresa. Dealing with difference: How trainers cantake account of cultural diversity. Gower, 1994.

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Anand, Rohini. Customizing diversity training using case vignettes. 2nd ed. NMCI Publications, 2002.

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Lockwood, Nancy. Staffing research: The impact of benefits and health care coverage on staffing and productivity. Society for Human Resource Management, 2007.

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O'Brien, Michael. The effects of experiential diversity, age and perceptions of performance on top executive commitment to the status quo. University College Dublin, Graduate School of Business, 1998.

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Phillips, Patricia. Measuring ROI in employee relations and compliance: Case studies in diversity and inclusion, engagement, compliance, and flexible working arrangements. Society for Human Resource Management, 2014.

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Center for Women Policy Studies., ed. Workplace cultures: A reality check : listening to the voices of women of color. Center for Women Policy Studies, 1995.

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Book chapters on the topic "Employee Diversity"

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Vishwanathan, Pooja. "Employee Social Capital, Diversity and Inclusion." In Employee Wellbeing. Routledge, 2024. http://dx.doi.org/10.4324/9781032705125-7.

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Boehm, Stephan A., and Florian Kunze. "Age Diversity and Age Climate in the Workplace." In Aging Workers and the Employee-Employer Relationship. Springer International Publishing, 2014. http://dx.doi.org/10.1007/978-3-319-08007-9_3.

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Carramenha, Bruno, and Thatiana Cappellano. "Diversity Management: An Overlook on Brazil’s Largest Companies." In Strategic Employee Communication. Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-97894-9_6.

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Voß, Eva, and Sonja Würtemberger. "Einführung: Diversity Management in HR verankern." In Vielfalt im Employee Lifecycle. Springer Fachmedien Wiesbaden, 2023. http://dx.doi.org/10.1007/978-3-658-39841-5_1.

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Durand, Jean-Pierre. "Introduction The Diversity of Employee Relationships." In Teamwork in the Automobile Industry. Palgrave Macmillan UK, 1999. http://dx.doi.org/10.1007/978-1-349-14933-9_1.

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Perera, Sanjeewa, and Yiqiong Li. "I-deals: Not Ideal for Employee Diversity?" In Idiosyncratic Deals at Work. Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-030-88516-8_10.

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Hasan, Ed. "Praying for Faith-Based Employee Resource Groups in America." In Embracing Workplace Religious Diversity and Inclusion. Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-030-89773-4_6.

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Birajdar, Sphurti, Dhanashri Havale, Babasaheb Jadhav, and Komal Singh. "Study of Impact of Employer Branding on Employee Attraction and Retention in the Education Sector." In Advancements in Business for Integrating Diversity, and Sustainability. Routledge, 2024. http://dx.doi.org/10.4324/9781032708294-57.

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Tuomi, Aarni, and Mário Passos Ascenção. "Algorithmic Control Across the Employee Lifecycle." In Information and Communication Technologies in Tourism 2024. Springer Nature Switzerland, 2024. http://dx.doi.org/10.1007/978-3-031-58839-6_24.

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AbstractThis paper examines the employee lifecycle, that is, HR managers’ role in decision-making. In tourism, HR faces unique challenges, e.g. labor shortage, staff turnover, diversity management. Algorithmic management, driven by data, is introduced as significant but ethically complex management strategy. The uses LEGO Serious Play to gather insights from managers (n = 17) and identifies eight potential use-cases for algorithmic control along the employee lifecycle. Implications for tourism management and research are discussed.
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Leśnowolska, Ewa. "Towards Employee-Friendly Work Environment, Diversity Charter in Poland." In CSR, Sustainability, Ethics & Governance. Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-43564-0_8.

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Conference papers on the topic "Employee Diversity"

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MB, Meenatchi, and Ramakrishnan P.R. "Artificial Intelligence of Platforms Talent Management Diversity, Equality, and Inclusion Employee Satisfaction." In 2024 5th International Conference on Data Intelligence and Cognitive Informatics (ICDICI). IEEE, 2024. https://doi.org/10.1109/icdici62993.2024.10810833.

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Herman, Fransisco Xaverio, Elgar Arsyan Mafazi, and Maria Grace Herlina. "Transformational Leadership and Digital Innovation: The Moderating Role of Diversity in Shaping Work Behavior among Indonesian Employees (MGA View)." In 2025 5th International Conference on Innovative Research in Applied Science, Engineering and Technology (IRASET). IEEE, 2025. https://doi.org/10.1109/iraset64571.2025.11008335.

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Wang, Linna, Claudia C. Pierce, Dorothy Reynolds, and Elizabeth Summer. "DNA Based Diversity Analysis of Microorganisms in Industrial Cooling Towers." In CORROSION 2017. NACE International, 2017. https://doi.org/10.5006/c2017-09483.

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Abstract Effective microbial control in cooling systems is necessary to ensure system cleanliness and avoid fouling that degrades cooling system performance, promotes corrosion and favors growth of pathogens. However, controlling organisms optimally involves an understanding of the identity of the population of microbes in a system due to the varying susceptibilities of organisms to biocides. This is a challenging task with standard culturing techniques which only allow for a small fraction of the total population to be cultured and identified. In this study, 16s rDNA was employed to maximize the population identification of 40 different independent cooling tower samples. Many of the samples included pair planktonic and sessile samples from the same location. The analysis yielded over 282,000 sequences which corresponded to over 1,700 different taxa, demonstrating extensive diversity not only from remote locations but also within locations of close proximity. This shows that a wide variety of biocides are needed to address microbial populations.
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Lestari, Endang, Maya Fitri Oktarini, Arie Siswanto, and Krispantono Krispantono. "Colonial Architecture's Response to the Tropical Environment: Exploring the Concept of Karsten's Garden City in Indonesia." In Sriwijaya International Conference on Engineering and Technology 2023. Trans Tech Publications Ltd, 2025. https://doi.org/10.4028/p-tkgz10.

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Throughout the architectural history of Indonesia, particularly in Palembang, Dutch influence has left a notable mark on several buildings in specific regions. The adaptation of Dutch Colonial Architecture to the local climatic conditions in the Talang Semut area of Palembang has revealed a rich diversity in architectural styles and functions. This adaptation process bears relevance not only in historical contexts but also in contemporary and future design practices. This research employs a descriptive analysis methodology to investigate the process of adapting Dutch Colonial architecture to the tropical climate of Palembang. The findings underscore the significant impact of this adaptation, resulting in buildings that harmoniously integrate with their local environment, reducing reliance on artificial air conditioning systems. Dutch colonial architecture's climatological solutions have stood the test of time, offering a sustainable approach to architectural design that remains relevant today and holds promise for the future.
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Jorovlea, Elvira. "Management of organizational diversity in modeling employee behavior." In Conferinta stiintifica internationala "Strategii si politici de management in economia contemporana", editia VII. Academy of Economic Studies of Moldova, 2023. http://dx.doi.org/10.53486/icspm2022.45.

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The differences are what individualize each employee and make them unique. Being unique and different, at the same time, are qualities that must be maximized by the environment in which employees work. The creative potential that makes every activity that employees carry out, as long as it is compatible with their skills and aspirations, to be a valuable addition both for themselves and for the organization in which they operate.
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Gričnik, Ana Marija, Matjaž Mulej, and 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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Ploscaru, Andra Nicoleta, Claudia Cristina Rotea, Simona Dumitriu, and Iulian Georgescu. "Evaluating the Effects of HRM Practices on Employee Engagement and Organizational Culture." In 9th BASIQ International Conference on New Trends in Sustainable Business and Consumption. Editura ASE, 2023. http://dx.doi.org/10.24818/basiq/2023/09/034.

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Human resource management (HRM) is a critical field in business and organizations, and practices in this field can significantly influence employee engagement and organizational culture. The paper proposes a model for evaluating the effects of HRM practices on employee commitment and organizational culture. The empirical study in which the model is tested was carried out among 294 employees from Romanian organizations who answered the questionnaire questions. Structural equation modeling was used to process the data and obtain the results. HRM practices can directly influence employee engagement and organizational culture. Involving employees in the decision-making process, offering opportunities for career development, properly managing labor relations, and promoting diversity and inclusion are HRM practices that can increase employee engagement and develop a positive organizational culture. The study has important managerial implications by highlighting HRM practices that substantially affect employee engagement and organizational culture. Employees more involved and loyal to the organization are more likely to respect its values and goals, so the organizational culture becomes more substantial and better defined. Therefore, organizations must implement HRM practices that help increase employee engagement and develop a more robust and better-defined organizational culture.
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Meng, Bo, and Wei Liu. "Exploration of AI Powered Human-Computer Interaction on Employee Career Mobility and Career Path Diversity." In ICAIE 2024: 2024 3rd International Conference on Artificial Intelligence and Education. ACM, 2024. https://doi.org/10.1145/3722237.3722393.

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Banihammad, B. A., J. J. Al Mirza, A. A. Ashraf, and R. S. Kumaresan. "Creating an Inclusive and Skilled Workforce." In ADIPEC. SPE, 2023. http://dx.doi.org/10.2118/215968-ms.

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Abstract The implementation of nationalization strategies and organizational development for panel operators as an essential and critical part of people development and diversity and its crucial for creating a diverse, inclusive, and skilled workforce. This involves conducting a diversity assessment, developing a diversity and inclusion strategy, designing training and development programs, establishing performance metrics and review processes, fostering a culture of inclusivity with regular mentoring and follow up, providing career development opportunities, and establishing a feedback mechanism that allows the receiver upgrading the skill require to enhance personal development plan. The expected results of this implementation include increased diversity and inclusion, improved employee engagement, enhanced technical and soft skills, clear performance expectations, career development opportunities, and an inclusive culture. Additionally, implementing these strategies and programs can provide added values, such as enhanced reputation, increased innovation, better decision-making, improved customer satisfaction, reduced turnover, improved safety performance, and increased productivity. The success of this implementation requires collaboration with HR team, training and development team, and operations team, as well as regular review and analysis of data to identify areas for improvement. By successfully implementing these strategies and programs, organizations can create a positive work force environment that supports employee success and organizational growth.
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Gustave, N. W., and K. G. Chapa. "Ex Factor: Is Leveraging Mentoring & Sponsorship to Fast Track Diverse Leadership Pipelines Underestimated in Employee Experience (EX)?" In ADIPEC. SPE, 2023. http://dx.doi.org/10.2118/216183-ms.

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Abstract Ever heard of the term, "glass ceiling"? It refers to barriers women and minorities face in the workplace. Corporations around the world have tried to find solutions, to diminish advancement barriers, yet for many women, people with disabilities and young employees it seems the glass ceiling has hardened to concrete. Research shows that having a diverse workforce and leaders increases revenue and innovation. Therefore businesses must leverage an employee centric mindset to understand from their employees how to create positive employee experiences and an inclusive work environment to remain competitive in the marketplace. This paradigm shift in organisations’ people management practices, benefits the whole business ecosystem. By focusing on the whole person, you are then able to create a powerful employee experience. "Employee Experience is about creating a great work environment for people. It involves understanding the role that trust plays in the employment relationship and making sure people are listened to and have a voice in issues that impact" (CIPD, 2020). Employees are becoming "the consumers of the workplace," (Balasubramanian M, 2022) which means to unlock business performance, organisations must study the uniqueness of being human, and purposefully design work experiences from the viewpoint of employees to create a truly engaged workforce. It is well documented that minorities experience a more difficult time building support networks inside their firm, have fewer mentors, and are neglected by high-status groups, which impact their chances of moving up the leadership ladder (Ely &amp; Thomas 2020). This article addresses diversity from the perspective of how mentoring and sponsorship facilitates psychological safety, and can be tailored to promoting more minorities in leadership positions, and at the same time enhancing the employee experience. Opening the line of communication between talented minorities and power holders through strategic partnerships is imperative for companies to thrive in the future.
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Reports on the topic "Employee Diversity"

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Agrawal, Asha Weinstein, Evelyn Blumenberg, Anastasia Loukaitou-Sideris, and Brittney Lu. Understanding Workforce Diversity in the Transit Industry: Establishing a Baseline of Diversity Demographics. Mineta Transportation Institute, 2024. http://dx.doi.org/10.31979/mti.2024.2213.

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This study provides baseline data on the status of the racial/ethnic and gender diversity of the transit agency workforce in the U.S. and identifies potential barriers and promising practices for diversifying this workforce. Public transit agencies function best when the diversity of their workforce represents the communities they serve, yet previous research finds an underrepresentation of women and minorities in senior and managerial roles, along with an overconcentration of men and workers of color—particularly Black workers—in operational roles (e.g., drivers, janitors). The study updates those earlier studies with newer data drawn from five discrete research tasks: 1) review of the scholarly and professional literature on the topic; 2) review of the websites of the 50 largest transit operators; 3) analysis of employee demographic data submitted by 152 transit operators as part of Equal Employment Opportunity (EEO) program plans; 4) analysis of responses to an original survey sent to the human resources personnel of transit agencies (92 responses from staff at 68 agencies), and 5) interviews with 12 professionals selected for their expertise in transportation workforce diversity monitoring, management, and/or advocacy.
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Mohebbi, Mehri, Sumita Raghuram, and Ahoura Zandiatashbar. Pathway to Promote Diversity within Public Transit Workforce. Mineta Transportation Institute, 2022. http://dx.doi.org/10.31979/mti.2022.2135.

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There are many aspects of the transportation industry that can be focused on, but the lack of resiliency is one of the most urgent. Enhancing resiliency and creative problem-solving is essential to the industry’s growth and survival. But it cannot happen without building a more diverse workforce. Women still make up a small fraction of transportation workers, and African American and Hispanic employees are even less represented. These disparities are increasingly pronounced in many senior positions, particularly in STEM fields. Meanwhile, the public transportation industry is experiencing a severe and worsening workforce shortage and many agencies have reported substantial difficulty recruiting, retaining, and developing skilled workers. Considering the transit industry’s existing diversity and inclusion toolkits and guidelines, this project emphasizes lessons from in-depth interviews with leaders from 18 transit agencies across the country. The interviews illuminate the existing challenges and creative solutions around transit workforce diversity and inclusion. From the interviews, we discovered: 1) the critical factors that impact the current level of diversity and career mobility within transit agencies; 2) how diversity efforts help explore resources and provide opportunities for effective and robust employee engagement; and 3) the significance of evaluation systems in creating a more transparent recruitment process that initiates structural shifts, resulting in better recruiting. Moving towards inclusive and equitable workforce environments is a healing process that starts with understanding these gaps. We call this effort Healing the Workforce through Diversification.
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Dunne-Moses, Abigail, Marcia Alesan Dawkins, Valerie Futch Ehrlich, Cathleen Clerkin, and Chelsea Crittle. REAL: CCL’s Research-Based Leadership Framework for Equity, Diversity, and Inclusion in Action. Center for Creative Leadership, 2023. http://dx.doi.org/10.35613/ccl.2023.2056.

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Organizational cultures that emphasize fairness, connection and human-centeredness inspire more effective collaboration, are more economically efficient, and can manage conflict and crisis effectively.[i] Such cultures are also marked by less burnout and more engagement, retention, and satisfaction.[ii] These cultural values directly relate to promoting equity, diversity, and inclusion (EDI) in the workplace. Despite these well-known values, leaders do not always know how to talk about them or make them tangible and practical. REAL is a research informed framework crafted carefully to do exactly that: help leaders make culture change real to the people on their teams. REAL is a research informed framework crafted carefully to do exactly that: help leaders make culture change real to the people on their teams. REAL provides the necessary foundation to generate effective EDI solutions that capture real effects and challenges people face. The current paper describes the REAL framework, the research underpinning its core tenets, and insights for leaders committed to building more equitable, diverse, and inclusive organizational cultures. The elements of the framework are: Reveal relevant opportunities by exploring your organization as a complex system, identifying strategic actions for change, and being clear that goals may be hard to achieve. Elevate equity as foundational to diversity and inclusion efforts because it provides fair opportunities for all to reach full potential. Activate diversity strategically by embracing stakeholders’ vast reservoir of perspectives and experiences, ultimately enhancing innovation and decision-making. Lead inclusively by nurturing connection, vulnerability, courage and investment in initiatives to build respect a sense of significance for every stakeholder. [i] Alemany, L., &amp; Vermeulen, F. (2023, July 1). Disability as a Source of Competitive Advantage. Harvard Business Review. https://hbr.org/2023/07/disability-as-a-source-of-competitive-advantage [ii] Stein, D., Hobson, N., Jachimowicz, J. M., &amp; Whillans, A. (2021, October 13). How Companies Can Improve Employee Engagement Right Now. Harvard Business Review. https://hbr.org/2021/10/how-companies-can-improve-employee-engagement-right-now Citation Moses-Dunne, A., Dawkins, M. A., Ehrlich, V. F., Clerkin, C., &amp; Crittle, C. (2023). The research foundations for REAL: A framework for leadership action in equity, diversity, &amp; inclusion. Center for Creative Leadership. https://doi.org/10.35613/ccl.2023.2056
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Alonso, Pablo, and Agustina Schijman. IDB-9: Human Resources Processes. Inter-American Development Bank, 2013. http://dx.doi.org/10.18235/0010522.

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This evaluation assesses the implementation of Inter-American Development Bank (IDB, or Bank) commitments related to the human resources (HR) policies set out in the 2007 realignment and IDB-9. Under these commitments, the Bank is required to continue improving its organizational efficiency and capacity, building on the organizational model set forth in the 2007 realignment. This report is a preliminary review of the topic; next year's evaluation of the realignment by the Office of Evaluation and Oversight will explore issues of efficiency and efficacy in greater depth. The evaluation finds that the IDB-9 results framework is insufficient to allow a full assessment of the "full and effective implementation" of the HR mandates. Nonetheless, it finds progress in the implementation of some of the commitments, such as the strengthening of capacity in country offices, the implementation of a results-based performance framework, the promotion of gender diversity, the improvement of talent management, and the reform of the process for contracting consultants. It is too soon to judge whether these reforms are yielding the expected results in terms of cost-effectiveness, client satisfaction, reduced time in project preparation and execution, improved project quality and evaluability, increased country knowledge and project origination, better technical dialogue with clients, increased employee motivation and performance, and better talent management.
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TANG, Denise Tse-Shang, Stefanie TENG, Celine TAN, Bonnie LAM, and Christina YUAN. Building inclusive workplaces for lesbians and bisexual women in Hong Kong’s financial services industry. Centre for Cultural Research and Development, Lingnan University, 2021. http://dx.doi.org/10.14793/ccrd2021001.

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Workplace inclusion is a core component of corporate social responsibility (CSR) in Hong Kong. Workplace inclusion points to the need for employers to recognize diversity among employees, to acknowledge their contributions to the work environment and to raise professional standards for the work force. Diversity within a workplace indicates inclusion of persons with different backgrounds as in racial, ethnic, sex, health status, sexual orientation and gender identity. Women are already less represented at senior levels across various business sectors in Hong Kong. Lesbians and bisexual women face a double glass ceiling in the workplace as a result of both their gender and sexual orientation. Funded by Lingnan University’s Innovation and Impact Fund, and in partnership with Interbank Forum and Lesbians in Finance, Prof. Denise Tse-Shang Tang conducted an online survey and two focus groups targeting lesbians and bisexual women working in Hong Kong’s financial and banking industry. The aim of the study is to examine the specific challenges and barriers faced by lesbians and bisexual women in Hong Kong’s financial services industry. We found that only 37% of survey respondents were out at work, with 23% partially out to close colleagues. In other words, there are still key concerns with being out at work. On the issue of a glass ceiling for LGBT+ corporate employees, 18% of the survey respondents agreed and 47% somewhat agreed that such a ceiling exists. When asked whether it is harder for lesbians and bisexual women to come out in the workplace than it is for gay men, 32% agreed and 46% somewhat agreed. 27% agreed and 39% somewhat agreed with the statement that it is difficult for lesbians and bisexual women to climb up the corporate ladder. Other findings pointed to the low visibility of lesbians and bisexual women in corporate settings, lack of mentorship, increased levels of stress and anxiety, and the fear of being judged as both a woman and a lesbian. Masculine-presenting employees face significantly more scrutiny than cisgender female employees. Therefore, even though discussion on diversity and inclusion has been on the agenda for better corporate work environment in Hong Kong, there still remain gaps in raising awareness of lesbian and bisexual women’s issues.
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Aharoni, Asaph, Zhangjun Fei, Efraim Lewinsohn, Arthur Schaffer, and Yaakov Tadmor. System Approach to Understanding the Metabolic Diversity in Melon. United States Department of Agriculture, 2013. http://dx.doi.org/10.32747/2013.7593400.bard.

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Fruit quality is determined by numerous genetic factors that affect taste, aroma, ‎color, texture, nutritional value and shelf life. To unravel the genetic components ‎involved in the metabolic pathways behind these traits, the major goal of the project was to identify novel genes that are involved in, or that regulate, these pathways using correlation analysis between genotype, metabolite and gene expression data. The original and specific research objectives were: (1) Collection of replicated fruit from a population of 96 RI lines derived from parents distinguished by great diversity in fruit development and quality phenotypes, (2) Phenotypic and metabolic profiling of mature fruit from all 96 RI lines and their parents, (3) 454 pyrosequencing of cDNA representing mRNA of mature fruit from each line to facilitate gene expression analysis based on relative EST abundance, (4) Development of a database modeled after an existing database developed for tomato introgression lines (ILs) to facilitate online data analysis by members of this project and by researchers around the world. The main functions of the database will be to store and present metabolite and gene expression data so that correlations can be drawn between variation in target traits or metabolites across the RI population members and variation in gene expression to identify candidate genes which may impact phenotypic and chemical traits of interest, (5) Selection of RI lines for segregation and/or hybridization (crosses) analysis to ascertain whether or not genes associated with traits through gene expression/metabolite correlation analysis are indeed contributors to said traits. The overall research strategy was to utilize an available recombinant inbred population of melon (Cucumis melo L.) derived from phenotypically diverse parents and for which over 800 molecular markers have been mapped for the association of metabolic trait and gene expression QTLs. Transcriptomic data were obtained by high throughput sequencing using the Illumina platform instead of the originally planned 454 platform. The change was due to the fast advancement and proven advantages of the Illumina platform, as explained in the first annual scientific report. Metabolic data were collected using both targeted (sugars, organic acids, carotenoids) and non-targeted metabolomics analysis methodologies. Genes whose expression patterns were associated with variation of particular metabolites or fruit quality traits represent candidates for the molecular mechanisms that underlie them. Candidate genes that may encode enzymes catalyzingbiosynthetic steps in the production of volatile compounds of interest, downstream catabolic processes of aromatic amino acids and regulatory genes were selected and are in the process of functional analyses. Several of these are genes represent unanticipated effectors of compound accumulation that could not be identified using traditional approaches. According to the original plan, the Cucurbit Genomics Network (http://www.icugi.org/), developed through an earlier BARD project (IS-3333-02), was expanded to serve as a public portal for the extensive metabolomics and transcriptomic data resulting from the current project. Importantly, this database was also expanded to include genomic and metabolomic resources of all the cucurbit crops, including genomes of cucumber and watermelon, EST collections, genetic maps, metabolite data and additional information. In addition, the database provides tools enabling researchers to identify genes, the expression patterns of which correlate with traits of interest. The project has significantly expanded the existing EST resource for melon and provides new molecular tools for marker-assisted selection. This information will be opened to the public by the end of 2013, upon the first publication describing the transcriptomic and metabolomics resources developed through the project. In addition, well-characterized RI lines are available to enable targeted breeding for genes of interest. Segregation of the RI lines for specific metabolites of interest has been shown, demonstrating the utility in these lines and our new molecular and metabolic data as a basis for selection targeting specific flavor, quality, nutritional and/or defensive compounds. To summarize, all the specific goals of the project have been achieved and in many cases exceeded. Large scale trascriptomic and metabolomic resources have been developed for melon and will soon become available to the community. The usefulness of these has been validated. A number of novel genes involved in fruit ripening have been selected and are currently being functionally analyzed. We thus fully addressed our obligations to the project. In our view, however, the potential value of the project outcomes as ultimately manifested may be far greater than originally anticipated. The resources developed and expanded under this project, and the tools created for using them will enable us, and others, to continue to employ resulting data and discoveries in future studies with benefits both in basic and applied agricultural - scientific research.
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Villesèche, Florence, Caroline Julie Demeyère, and Flora Antoniazzi. Denmark's DEI Consulting Landscape: Where Ethical Values Meet Market Realities. Department of Business Humanities and Law. Copenhagen Business School, 2024. http://dx.doi.org/10.22439/bhl.2024.01.

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Who are the diversity, equity, and inclusion (DEI) consultants shaping the landscape in Denmark? What motivates them to enter the DEI consulting market? What types of initiatives do they undertake? How do they navigate the challenges of selling DEI services to organizations, especially when met with resistance or criticism? How do these professionals connect and network in this burgeoning industry? These questions guided our research project as we investigated the world of DEI consulting in Denmark. Today, DEI is a major consideration for organizations, employers, and society at large. It covers a wide range of initiatives that aim to foster more diverse and inclusive environments in which equality, equity, and belonging are not just goals but essential values.1 DEI work is carried out by professionals tasked with designing, implementing, and overseeing diversity initiatives within organizations. These efforts are crucial in shaping workplaces where everyone can thrive. They also involve navigating complex challenges and varying levels of organizational commitment.
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Wüthrich, Annik. L’expression de la filiation à la XXIe dynastie: reflet d’une réalité historique ou simple effet de mode? L’exemple du Livre des Morts. Verlag der Österreichischen Akademie der Wissenschaften, 2021. http://dx.doi.org/10.1553/erc_stg_757951_a.wuethrich_l_expression_de_la_filiation_a_la_xxie_dynastie:_reflet_d_une_realit_historique_ou_simple_effet_de_mode_l_exemple_du_livre_des_morts.

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The study of expressions of filiation has already been the subject of several articles, which were limited to periods prior to the Third Intermediate Period. The aim of this article is to evaluate these expressions within the specific framework of the Books of the Dead from the 21st and 22nd Dynasties. These periods are marked by a significant increase in the variety of expressions employed, whereas the New Kingdom manuscripts expressed filiation according to a more uniform and rigid scheme. Similarly to what happens with titles and despite the diversity of expressions, one observes a progressive decrease in the mention of filiation which almost disappears from funerary papyri, while long genealogies on temple statues are developing. This contribution attempts to understand the motivations behind the use of these expressions and more generally to grasp their purpose in expressing the identity of the deceased.
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Glasscott, Matthew. Classifying and benchmarking high-entropy alloys and associated materials for electrocatalysis : a brief review of best practices. Engineer Research and Development Center (U.S.), 2024. http://dx.doi.org/10.21079/11681/48082.

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In light of the immense compositional diversity of high-entropy materials (HEMs) recently reported (e.g., high-entropy chalcogenides, perovskites, ceramics, etc.) and the relatively amorphous definition of High-Entropy, it is imperative that consistent material classification and benchmarking practices be employed to facilitate comparison between reported figures of merit. In this opinion, an updated form of the numerical high-entropy definition is reviewed, which renders a universal entropy metric applicable to high-entropy alloys and emerging HEMs alike. Analytical methods to verify the existence of a solid-solution microstructure, elucidate atomic valence states, and probe atomic disorder are discussed with literature examples to facilitate the physical classification of HEMs. Electrocatalytic benchmarking is discussed in the context of water-splitting reactions and best practices are reviewed for determining the electrocatalytically active surface area, reaction overpotential, and electrocatalyst stability.
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Gehlhaus, Diana, Luke Koslosky, Kayla Goode, and Claire Perkins. U.S. AI Workforce: Policy Recommendations. Center for Security and Emerging Technology, 2021. http://dx.doi.org/10.51593/20200087.

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This policy brief addresses the need for a clearly defined artificial intelligence education and workforce policy by providing recommendations designed to grow, sustain, and diversify the U.S. AI workforce. The authors employ a comprehensive definition of the AI workforce—technical and nontechnical occupations—and provide data-driven policy goals. Their recommendations are designed to leverage opportunities within the U.S. education and training system while mitigating its challenges, and prioritize equity in access and opportunity to AI education and AI careers.
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