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Article
Publication date: 23 October 2020

Saira Saira, Sadia Mansoor, Sadia Ishaque, Sadia Ehtisham and Muhammad Ali

This study aims to investigate whether the impact of effectiveness of diversity training on affective commitment is different for men versus women and whether affective…

Abstract

Purpose

This study aims to investigate whether the impact of effectiveness of diversity training on affective commitment is different for men versus women and whether affective commitment mediates the relationship between effectiveness of diversity training and employee outcomes of turnover intention and job satisfaction.

Design/methodology/approach

The data were collected from 134 employees working in an Australian manufacturing organization by using an employee survey. Structural equation modeling was used to analyze the data using AMOS.

Findings

The results of this study support the proposed hypotheses, demonstrating a significant, indirect effect of effective diversity training on job satisfaction and turnover intention via affective commitment. Moreover, gender moderates the relationship between effective diversity training and affective commitment.

Practical implications

The findings suggest that organizations can enhance affective commitment and job satisfaction and reduce turnover intention by providing effective diversity training to employees. Gender of employees should also be considered when evaluating the effectiveness of training.

Originality/value

This study provides pioneering evidence of the following relationships: diversity training effectiveness and turnover intention via affective commitment; diversity training effectiveness and job satisfaction via affective commitment; and diversity training effectiveness and affective commitment for men versus women.

Details

European Journal of Training and Development, vol. 45 no. 4/5
Type: Research Article
ISSN: 2046-9012

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Article
Publication date: 10 July 2021

Anita Sarkar

In today’s corporate world, effective management of diversity is a critical business and social imperative. This paper aims to identify relevant issues connected to…

Abstract

Purpose

In today’s corporate world, effective management of diversity is a critical business and social imperative. This paper aims to identify relevant issues connected to diversity training and suggest course content that can be useful in corporate and academia while offering diversity training.

Design/methodology/approach

The authors have conducted a literature review on primary aspects connected to diversity training. Specifically, papers published in recent times are given focus to come up with relevant diversity training content and other connected concerns.

Findings

In this paper, the authors focus on how academicians and practitioners can develop an effective diversity training initiative, based on some of the critical nuances discussed in the literature. Suggested training content includes sensitivity, awareness, behavioral approach, policy guidelines and diversity impact analysis. This training content can further be customized based on the corporate context where the training is to be delivered.

Originality/value

Based on the literature review, the paper suggests a holistic diversity training program that is hopefully going to be useful for both practitioners and academicians.

Details

Industrial and Commercial Training, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0019-7858

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Article
Publication date: 15 August 2008

C. Douglas Johnson and David A. Kravitz

The purpose of this paper is to review the conference on “Teaching and Training Workplace Diversity: Best Practices and Research” held 13‐15 July 2007, on the campus of…

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556

Abstract

Purpose

The purpose of this paper is to review the conference on “Teaching and Training Workplace Diversity: Best Practices and Research” held 13‐15 July 2007, on the campus of George Mason University, Fairfax, Virginia, USA.

Design/methodology/approach

This report highlights the conceptualization of the conference, its intended purpose, structure and participants, as well as specifics of the sessions offered for the benefit of the 56 conference attendees.

Findings

The essence of effective diversity management is to fully utilize all the human resources available and thereby to achieve the established purpose and associated goals and objectives. This conference in and of itself was a diversity management best practice, as its success largely depended on the active contribution of the participants.

Originality/value

The paper provides an original and interesting report of an atypical conference on diversity teaching and training, with a unique blend of offerings, which was effective in bringing together constituencies to affect attendees' performance of their respective roles. The positive post conference evaluations further confirmed that its structure indeed yielded a refreshing, intellectually stimulating experience for attendees.

Details

Equal Opportunities International, vol. 27 no. 6
Type: Research Article
ISSN: 0261-0159

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Book part
Publication date: 2 December 2019

Frank Fitzpatrick

Abstract

Details

Understanding Intercultural Interaction: An Analysis of Key Concepts
Type: Book
ISBN: 978-1-83867-397-0

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Article
Publication date: 8 April 2014

Dennis Reynolds, Imran Rahman and Stacey Bradetich

Recent research identifies several attributes that lead to the value proposition of a diversity-training program: corporate engagement in diversity training; participants'…

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4746

Abstract

Purpose

Recent research identifies several attributes that lead to the value proposition of a diversity-training program: corporate engagement in diversity training; participants' perceptions of how such programs aid their peers; self-analysis of participants in training; and perceptions regarding the benefit of diversity training for subordinates. The aim of this paper is to test a corresponding four-antecedent model of the value of diversity training from the point of view of hotel managers.

Design/methodology/approach

A survey instrument was devised and sent to a random sample of hotel properties that asked managers questions related to the value of diversity training. Multiple regression analysis and t-tests were used as methods of data analyses.

Findings

Results from 242 responses returned by managers of 96 hotels indicated that managers perceive themselves and the corporate executives to significantly add value to the organization through diversity training. Furthermore, ethnic minority managers do not value diversity training significantly more highly than their non-minority counterparts do; similarly, little difference exists between genders on the four indicators of diversity-training efficacy.

Research limitations/implications

This study examined only one aspect of diversity management – diversity training. Among other limitations are the small sample and low response rates, which made it difficult to compare ethnic groups to one another.

Practical implications

Through this study, managers' perceptions about which groups of employees add value following diversity training are presented. The findings are likely to help hospitality corporations to implement diversity training more efficiently.

Originality/value

This study indicates that hotel managers value diversity training and suggests the need for organizations to understand how to prioritize various organizational levels for such training.

Details

International Journal of Contemporary Hospitality Management, vol. 26 no. 3
Type: Research Article
ISSN: 0959-6119

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Article
Publication date: 1 August 2001

Yawen Lai and Brian H. Kleiner

Introduces the concept of diversity training, which educates a workforce about differences between employees. Provides a framework within whcih this training can be…

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3383

Abstract

Introduces the concept of diversity training, which educates a workforce about differences between employees. Provides a framework within whcih this training can be introduced. Looks at the outside agencies which can assist and compares training from different employers. Concludes by looking at different methods of training delivery before suggesting that this is an area many employers have a need to develop.

Details

Equal Opportunities International, vol. 20 no. 5/6/7
Type: Research Article
ISSN: 0261-0159

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Article
Publication date: 1 June 1999

Sarah Moore

Explores the concept of diversity in organisational settings, reviewing a variety of key and associated concepts. The concept of diversity is explained as being context…

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13544

Abstract

Explores the concept of diversity in organisational settings, reviewing a variety of key and associated concepts. The concept of diversity is explained as being context dependent, selective and relative. The links between diversity and performance are discussed and the implications for diversity supportive organisational development are explored. The need for support policies, networks, mentors and role models is identified. Finally the issues, barriers and implications associated with the introduction of diversity training are investigated.

Details

Journal of European Industrial Training, vol. 23 no. 4/5
Type: Research Article
ISSN: 0309-0590

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Book part
Publication date: 6 May 2004

Eduardo Salas, C.Shawn Burke, Jennifer E Fowlkes and Katherine A Wilson

Fostered by technological developments and globalization, culturally diverse teams are becoming a mainstay of organizational strategy. As the use of multi-cultural teams…

Abstract

Fostered by technological developments and globalization, culturally diverse teams are becoming a mainstay of organizational strategy. As the use of multi-cultural teams continues to increase, it becomes paramount to understand the mechanism(s) by which leaders can promote effectiveness within these teams. Despite this need, there are numerous challenges facing those who seek to understand these phenomena and move science and practice forward. The purpose of this chapter is to present a few of these challenges and approaches which can assist in mitigating these challenges. Finally, we identify what we see as key research needs within this area.

Details

Cultural Ergonomics
Type: Book
ISBN: 978-0-76231-049-4

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Book part
Publication date: 30 June 2016

Ho Kwan Cheung, Eden King, Alex Lindsey, Ashley Membere, Hannah M. Markell and Molly Kilcullen

Even more than 50 years after the Civil Rights Act of 1964 prohibited discrimination toward a number of groups in employment settings in the United States, workplace…

Abstract

Even more than 50 years after the Civil Rights Act of 1964 prohibited discrimination toward a number of groups in employment settings in the United States, workplace discrimination remains a persistent problem in organizations. This chapter provides a comprehensive review and analysis of contemporary theory and evidence on the nature, causes, and consequences of discrimination before synthesizing potential methods for its reduction. We note the strengths and weaknesses of this scholarship and highlight meaningful future directions. In so doing, we hope to both inform and inspire organizational and scholarly efforts to understand and eliminate workplace discrimination.

Details

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-1-78635-263-7

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Article
Publication date: 4 September 2017

Yuka Fujimoto and Charmine E.J. Härtel

To overcome the shortcomings of diversity training programs, the purpose of this paper is to conceptualize an organizational diversity-learning framework, which features…

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7342

Abstract

Purpose

To overcome the shortcomings of diversity training programs, the purpose of this paper is to conceptualize an organizational diversity-learning framework, which features an organizational intervention for employees’ joint decision-making process with other employees from different statuses, functions, and identities. Borrowing key principles from the diversity learning (Rainey and Kolb, 1995); integration and learning perspective (Ely and Thomas, 2001; Thomas and Ely, 1996), and the key practices informed by deliberative democratic theories (Thompson, 2008), the authors develop a new organizational diversity learning framework for behavioral, attitudinal, and cognitive learning at workplaces. They conclude with directions for future research.

Design/methodology/approach

This paper first presents an overview of key shortcomings of diversity training programs in relation to their group composition, design, content and evaluation. Second, it borrows the key principles of diversity learning (Rainey and Kolb, 1995); integration and learning perspectives (Ely and Thomas, 2001; Thomas and Ely, 1996), and the key practices informed by deliberative democratic theories (Thompson, 2008) to delineate the organizational diversity learning framework. Third, it presents a table of the approach contrasted with the shortcomings of diversity training programs and discusses practical and theoretical contributions, along with directions for future research.

Findings

This paper conceptualizes an organizational diversity-learning framework, which features an organizational intervention for employees’ joint decision-making process with other employees from different statuses, functions, and identities.

Research limitations/implications

The organizational diversity learning framework developed in this paper provides an inclusive diversity learning paradigm in which diversity learning rests in the experience of the learner. As stated by experiential learning theory, this framework encourages workers to heuristically learn about diverse perspectives in a psychologically safe environment, to reflect on different perspectives, and to create a new awareness about learning from others. As the participants learn to apply new repertoires for interacting with others in their daily work interactions (e.g. listening to different perspectives shared by unfamiliar social group members), it proposes that their behaviors may create a ripple effect, changing other colleagues’ attitudes, behaviors, and thinking patterns on working with diverse coworkers.

Practical implications

This paper provides detailed instructions for practitioners to facilitate diversity learning. It highlights a few key practical implications. First, the framework provides a method of organization-wide diversity learning through intersecting networks within the workplace, which is designed to reduce the elitist organizational decision making that mainly occurs at the upper echelon. Second, unlike other stand-alone diversity initiatives, the framework is embedded in the organizational decision-making process, which makes employees’ learning applicable to core organizational activities, contributing to both employees’ diversity learning and organizational growth. Third, the framework provides a preliminary model for transferring employees’ diversity learning in daily work operations, nurturing their behavioral learning to interact with different social groups more frequently at work and inclusive of their colleagues’ perspectives, feelings, and attitudes.

Social implications

Workforces across nations are becoming increasingly diverse, and, simultaneously, the gap and tension between demographic representation in the upper and lower echelons is widening. By joining with other scholars who have advocated for the need to move beyond diversity training programs, the authors developed the organizational diversity learning framework for meaningful co-participation of employees with different statuses, functions, and identities. By inviting minority perspectives into the organizational decision-making process, top managers can explicitly send a message to minority groups that their perspectives matter and that their contributions are highly valued by the organization.

Originality/value

There has not been a conceptual paper that delineates the diversity inclusive decision-making process within a workplace. The authors established the organizational diversity learning framework based on the diversity learning, organizational diversity integration and learning perspectives, and deliberative democracy practices. The proposed framework guides organizations in structural interventions to educate employees on how to learn from multiple perspectives for better organizational decision making.

Details

Personnel Review, vol. 46 no. 6
Type: Research Article
ISSN: 0048-3486

Keywords

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