(1) Critically analyze the role of diversity and inclusion practitioners and the legal/policy framework for managing diversity and inclusion in Australia. (2) Propose…
(1) Critically analyze the role of diversity and inclusion practitioners and the legal/policy framework for managing diversity and inclusion in Australia. (2) Propose enhanced framework to improve outcomes for disadvantaged groups in the workforce.
Review of international and Australian literature, overview of gains and continuing gaps for disadvantaged groups, and consideration of the features of work health and safety (Robens-style) legislation that could be adapted to the diversity and inclusion jurisdiction.
The role of diversity and inclusion practitioner is often transient and fragmented, offering a limited base to advance the diversity and inclusion cause. Based on indicators, much more work is required to achieve full diversity and inclusion. A stronger legislative/policy framework is needed to increase the effectiveness and longevity of the diversity and inclusion practitioner role, spread responsibility, and achieve improved outcomes.
A lack of qualitative data from workplaces to augment our understanding of the challenges encountered by diversity and inclusion practitioners. To date, there has been no opportunity to test the feasibility of Robens-style legislation/policy in this area.
Opportunity to develop a fully worked proposal for legislative/policy reform to present to the government, employers, professional associations, trade unions, and representatives of disadvantaged groups.
Reforms could have far-reaching implications for the regulation and administration of diversity and inclusion practice in Australia
Critical review of the diversity and inclusion practitioner role and associated legislation/policy in Australia and consideration of an alternative framework for diversity and inclusion in the workplace.
Describes an approach to maximizing team performance which integrates traditional business methods with those of the performing arts. Defines the ACE team as aligned, creative and exploring, and explains how the ACE Team Star Profile can be used to create a visual profile of a team′s strengths and development needs.
The purpose of this paper is to examine what is meant by integrity and attempts to translate the concept into specific behaviors that can be taught and learned.
Highlights the topicality of integrity and shows why it is likely to become increasingly important in organizations.
Presents four basic leadership‐integrity behaviors – moral purpose, lawful and ethical, consistency and standing for something. Highlights the importance of discerning what is right and wrong, acting on what one has discerned, even at personal cost, and saying openly that one is acting on what one understands to be right or wrong.
Advances commercial arguments for developers to espouse and promote integrity and the importance of learning about it in their organizations. Shows that integrity underpins an organization's ultimate profitability and competitiveness, as well as increasing employees' pride, engagement with their jobs and customer loyalty. Claims that integrity has also been revealed to enhance company brand or reputation, improve efficiency, attract staff, conserve and sustain resources and mitigate business risk.
Emphasizes that, in communicating the need to focus on integrity and offering ways to help leaders to develop their performance in this area, it makes sense to focus on what is productive for both the individual and the organization.
Change and the information‐technology (IT) industry are now almost synonymous. From Moore’s law, which predicts that computing power doubles every 18 months, to mega…
Change and the information‐technology (IT) industry are now almost synonymous. From Moore’s law, which predicts that computing power doubles every 18 months, to mega mergers such as the coming together of Compaq and HP, the IT industry is always on the move. Hewlett Packard’s evolution from humble beginnings in a Silicon Valley garage, though, has been among the most dramatic. The founders’ ethos – the relentless pursuit of inventive decision making in an entrepreneurial and innovative environment – was relatively simple.
It is hard to picture the scene – a manager in a major manufacturing company with a background in chemical engineering, standing on stage in a tuxedo reading Nelson…
It is hard to picture the scene – a manager in a major manufacturing company with a background in chemical engineering, standing on stage in a tuxedo reading Nelson Mandela’s inaugural speech. But 29‐year‐old John Petre, process and packaging‐development manager for soup, with responsibility for all of Batchelors’, Oxo and Campbell’s UK processing and packaging needs, was not the only one that day to let his hair down in pursuit of better leadership skills.
The concept of company culture is now playingan ever‐increasing role in the continuing endeavourto work towards ever better companymanagement, particularly in the…
The concept of company culture is now playing an ever‐increasing role in the continuing endeavour to work towards ever better company management, particularly in the industrial field. This monograph reviews the history and development of both national and company cultures, and then goes on to demonstrate the significance of a culture to proper company management. Well‐managed companies will have both a “quality culture” and a “safety culture” as well as a cultural history. However, it has to be recognised that the company culture is subject to change, and effecting this can be very difficult. Of the many national cultures, that of Japan is considered to be the most effective, as is demonstrated by the present dominance of Japan on the industrial scene. Many industrialised nations now seek to emulate the Japanese style of management, but it is not possible to copy or acquire Japan′s cultural heritage. The text is illustrated by a large number of practical examples from real life, illustrating the way in which the company culture works and can be used by management to improve company performance.
This study focuses on home country institutions as sources of variation in the level of foreign investment into India. Our findings support the idea that institutional voids found in India are less of a deterrent to investments from home countries with high levels of institutional development than from home countries with similar institutional voids. Overall, foreign investments in India are found to be significantly related to the strength of institutions within home countries. The levels of both approved and realized foreign direct investment (FDI) are strongly influenced by economic factors and home country regulative institutions, and weakly influenced by home country cognitive institutions. When considered separately, the cognitive institutions and regulative institutions within a given home country each significantly influence the level of approved/realized FDI into India. However, when considered jointly, only the strength of regulative institutions is predictive of FDI inflows.