oalib
匹配条件: “” ,找到相关结果约100条。
列表显示的所有文章,均可免费获取
第1页/共100条
每页显示
Identifying and Managing Diversity of Workforce  [PDF]
Robert D. Lawsson
Business Intelligence Journal , 2009,
Abstract: The objective of this work is to complete a research proposal on the comparison of work values for gaining of knowledge for management of the multi-generation workforce. The specific focus is upon Generation 'X' and the Millennium Generation which are the two primary groups comprising the new workforce.
MANAGING HUMAN TALENT. WORKFORCE DIVERSITY VS. INDIVIDUAL DIFFERENCES. CHALLENGES OF THE WORKFORCE MOTIVATION AND RETENTION
Monica Boldea,Ionu? Dr?goi
Studia Universitatis Vasile Goldis Arad, Seria Stiinte Economice , 2011,
Abstract: Each day presents a new set of challenges and risks to companies operating in this age ofboth a global economy and of multiculturalism, i.e. a fast-changing marketplace. Globalcompetition and escalating economic pressures make the business environment bothdynamic and difficult, especially given the workforce diversity which has to be managed soas to achieve the highest levels of task performance and job satisfaction; managers must beprepared to respect alternative cultures and value diversity. Based on this background ourpaper has as starting point the consideration that organizations are seeking out methods torefine their operations in order to navigate often-difficult economic terrain effectively,analyzing the organizations’ ability to being responsive to changing market conditions,competitive threats, and new market opportunities, therefore focusing on an organization’screative and innovative ability, highlighting the people component of a business process, aswith so much emphasis on automation, it’s easy to overlook the human element, anoversight which – in most cases – hinders efficient business process management.Considering that processes don’t do work, but people do, our research highlights the factthat a “want to motivate” attitude by the employee can be encouraged, even if pastmanagerial efforts have rather concentrated on “how to motivate” the employee, trying toshed some light on how BPM with a hint of the Six Sigma method offers a clearer path toan increasing number of organizations hoping to best the challenges they have to face, thisoften translating into workforce motivation and retention, by creating positive workenvironments in which the cultural and demographic diversity of members helps to createcompetitive advantage.
Management and Employee Perspective on Diversity: A Review Essay  [cached]
Muhammad Ali Gondal,Sami Ullah
Journal of Asian Scientific Research , 2011,
Abstract: The interest of employers about the issue of managing workforce diversity has grownrapidly. A number of articles and books have been written on this issue in almost allparts of the world but yet the findings of the researches are fragmented with respect todefinition and ways to manage diversity. This review article on workforce diversity isarranged with respect to definition of diversity, managerial and employee perspectiveon diversity, diversity training programs, and the causes of failure of diversity trainingprograms. Articles and books covering these aspects of diversity are reviewed in thisregard. It is found that disparity in the managerial and employees perspective about thediversity is the main factor behind the failure of diversity training conducted indifferent parts of the world. Further it was found that the successful achievement of theobjectives of diversity training programs, employers should incorporate the opinion ofemployee representatives.
Planning and managing the physician workforce
Stephen C Schoenbaum
Israel Journal of Health Policy Research , 2012, DOI: 10.1186/2045-4015-1-14
Abstract: This is a commentary on http://www.ijhpr.org/content/1/1/13 webcite.In any country the ability of persons to get the health care services they need depends upon the size, composition, and accessibility of that country's health care workforce and health care facilities. The country's supply of physicians is a subset of the overall health care workforce. In turn, the supplies of specific types of physician generalists and specialists are subdivisions of the total physician supply. Furthermore, within countries there tends to be large geographic variation in the distribution of the various elements of the health care workforce, which affects accessibility of services or certain types of services.It appears that each of the abovementioned issues is relevant in Israel. Recently, to address an apparent shortage of domestically trained and retained physicians, medical schools have been increasing their class sizes, and a new medical school has opened for the first time since 1974. There has also been concern that new graduates of Israeli medical schools are not choosing to train in fields such as internal medicine, general surgery, and anesthesiology, and concern about the tendency of physicians to locate centrally within the country rather than in the periphery. It is in that context that Weissman et al. have surveyed fifth year medical students, studied medical specialty considerations at that stage of their training, and pointed out the opportunity to influence their specialty considerations in the early stages of clinical training [1].Workforce assessment and planning efforts are complex. Although the issues I present below are generally applicable to developed countries, my examples come primarily from the United States. Within the U.S., workforce assessment and planning efforts are not only complex but highly controversial and sometimes politically sensitive. The controversies relate to the data sources, the methods of analysis, and whether approaches to addressing w
A Multi-Generational Workforce: Managing and Understanding Millennials
Belal A. Kaifi,Wageeh A. Nafei,Nile M. Khanfar,Maryam M. Kaifi
International Journal of Business and Management , 2012, DOI: 10.5539/ijbm.v7n24p88
Abstract: Generational diversity has become the norm in many organizations. As baby boomers retire and millennials enter and take over the workforce, it becomes imperative for managers to learn more about their job satisfaction and organizational commitment levels. The authors of this study surveyed 148 millennials who work in the I.T. industry. A total of 74 males and 74 females were surveyed. Results show that males have higher job satisfaction levels than their female counterparts and females have higher organizational commitment levels than their male counterparts. Furthermore, millennials with a graduate degree are more likely to stay at their organization than millennials without a graduate degree. Recommendations and implications are discussed for managers hiring, leading, and managing millennials in the workforce.
Managing workforce diversity in South African schools
Rita Niemann
South African Journal of Education , 2006,
Abstract:
Diversity Management in the Canadian Workplace: Towards an Antiracism Approach  [PDF]
Vanmala Hiranandani
Urban Studies Research , 2012, DOI: 10.1155/2012/385806
Abstract: Most diversity management programs in Canada maintain that enhancing workforce diversity is of tremendous significance for business organizations in today’s competitive global urban markets. Since well-meaning diversity management initiatives have been largely ineffective thus far in dealing with workplace discrimination and racism in the Canadian workplace, this paper underscores the need to decenter the focus of diversity management from a business imperative to an antidiscrimination and social justice imperative. Within this latter perspective, the paper examines the strengths and limitations of the antiracism approach that has been implemented in various developed countries in recent years. The antiracism approach is an action-oriented strategy for institutional and systemic change that has at its core the interrogation of privilege, power disparities, and other forms of inequity within the organization. Drawing from the lessons of various initiatives that have utilized this approach, the present paper emphasizes the need for a nuanced antiracism approach in the multicultural Canadian society if diversity management is to attain its goal of greater inclusion of all individuals in informal networks and formal organizational programs. 1. Introduction Human resource management has always been challenged with managing diversity although the exact nature of these challenges has varied over time. While the concern in earlier stages of industrialization was on managing class divisions, with increasing cultural diversity in contemporary times, the focus has shifted to managing diverse identity groups in the urban workplace [1–4]. “Diversity management” has emerged as a more popular alternative compared to employment equity and affirmative action. As a voluntary corporate approach that is perceived to enable organizations to capitalize on the benefits of workforce diversity, diversity management is less controversial. Indeed, diversity management has become a popular term, often under the rubric of corporate social responsibility (CSR) in many multinational corporations, and largely refers to hiring visible minorities and increasing cross-cultural awareness and communication. It is viewed as playing an important role in reducing turnover and absenteeism, attracting competent workers, enhancing creativity and innovation, bringing about attitudinal changes, and creating greater inclusion of all employees into organizational structures [5]. In today’s global urban business environment, building a more diverse workforce that brings in different perspectives,
Evolving Role and Nature of Workplace Leaders and Diversity: A Theoretical and Empirical Approach  [PDF]
Jan C. Visagie,Herman Linde
Managing Global Transitions , 2010,
Abstract: Blumer (1962) regarded the ‘many possibilities of uncertainty as inherent to the process of joint action.’ Joint action reflects the efforts of participants to work out the line of action in light of what they observe each other doing. Leadership appears to be approached from two fundamental perspectives: an organisational perspective (the influence that is exercised to change the direction of the organisation), and an individual task perspective (the influence that is directed at changing the work behaviour of an individual). In this article, it is suggested that the symbolic interaction of perspective integrates the two fundamental perspectives in that both perspectives require meaningful, reflexive integration and meaning, group membership, organisational role and experience. The evolving role of leaders to attract, retain and connect with a diverse workforce in a changing environment gives rise to interactive leadership competency requirements. This article suggests that managing diversity requires business leaders to adopt an approach to diversity management that is sensitive not only to race and ethnic differences, but also to the background and values of all individuals at work. The empirical study was done and four hundred and forty (440) leadership styles were measured in eleven (11) organisations. The study used the Hall and Hawker (1988) inventory leadership styles and a diversity questionnaire to measure diversity management experience.
The Ownership of Human Body: An Islamic Perspective  [PDF]
Kiarash Aramesh
Journal of Medical Ethics and History of Medicine , 2009,
Abstract: Using human dead body for medical purposes is a common practice in medical schools and hospitals throughout the world. Iran, as an Islamic country is not an exception. According to the Islamic view, the body, like the soul, is a "gift" from God; therefore, human being does not possess absolute ownership on his or her body. But, the ownership of human beings on their bodies can be described as a kind of "stewardship". Accordingly, any kind of dissection or mutilation of the corpse is forbidden, even with the informed consent of the dead or his/her relatives. The exception of this principle is when such procedures are necessary for saving lives of other persons. In this article using the human dead body for medical education, research and treatment is discussed and the perspective of Iranian Shiite religious scholars in this regard is explained.
Honor Killing in Pakistan: An Islamic Perspective  [cached]
Niaz Muhammad,Mufti. Muhammad Mushtaq Ahmed,Abdullah Abdullah,Fazle Omer
Asian Social Science , 2012, DOI: 10.5539/ass.v8n10p180
Abstract: Islamic Republic of Pakistan is considered as one of the most dangerous and unsafe country for women in the world, because of the increasing rate of crimes against women in the shape of honor killing and honor related violence. Which are known as assaults committed against women for what is considered immoral behavior. Some researchers and Islamic scholars links act of honor killing with Islam, they tried to justify this crime with some general sayings of Prophet Peace be upon him. In this paper the issue of honor killing has examined in the light of fundamental resources of Islam i.e Quran (the Saying of Allah) and Hadees (The Saying of Prophet Muhammad SAH) to clarify the true guidance of Islam in such cases. The claim of some researchers that honor killing get encouragement from Islamic Guidance has also been examined through Primary and Secondary Sources of Islam. Effort is made to bring forth the correct Islamic teachings.
第1页/共100条
每页显示


Home
Copyright © 2008-2017 Open Access Library. All rights reserved.