| Papers [1-15] of 100 :: [Page 1 of 7] | | Go to page : 1 2 3 4 5 6 7 —> | Search results on "CANADIAN WORKFORCE": |
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The Canadian Workforce, 2005.
This paper presents some problems and solutions for immigrant diversity in the Canadian workforce.
4,500 words (approx. 18.0 pages), 16 sources, $ 178.95
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Abstract
The paper observes the diverse Canadian workforce as it applies to the immigrant contingent. The paper illustrates how immigrants face many struggles and inequalities when entering the workforce. The paper discusses some of these inequalities, which include earnings upon entry, cheapening of their human capital, expectations and difficulties with assimilation, and troubles with furthering their education. These problems are discussed, as well as some policy changes which Canada might implement in order to make the workplace more fair and friendly for its immigrant workers.
From the Paper
"During the past century, the civilized nations of the world, most importantly those found in North America in Canada and the United States, have done much in the way of diversifying their workplaces and workforces. Minorities have been given greater opportunities for not only workforce placement and advancement, but also for better education and training, as well as overall better treatment. Yet, while native-born Canadian minorities might now be receiving better and even just treatment and opportunities, those that immigrate to Canada still are doomed to face discrimination, lesser economic and employment prospects and an overall lesser quality of life."
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Immigrants in the Canadian Workforce, 2006.
A look at the challenges facing immigrants trying to enter the Canadian workforce.
1,350 words (approx. 5.4 pages), 3 sources, $ 53.95
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Abstract
This paper discusses the challenges facing immigrants in the Canadian work force. More specifically, the paper examines three primary problems that immigrants face. The first is the difficulty of even getting in the country. The second is the problem of language. The third is the non-recognition of skills.
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Women and the Canadian and Mexican Workforce, 2008.
This paper argues that globalization is widening the already existing gender gap in the workplace, making Canadian and Mexican women more vulnerable.
1,300 words (approx. 5.2 pages), 7 sources, APA, $ 43.95
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Abstract
This paper explains that, on the American continent, the NAFTA agreement between Canada, Mexico and the U.S.A. has been responsible largely for the liberalization of economies, privatization and deregulation, which have all impacted the workforce, particularly women. The author points out that globalization has brought about an unequal structure of the global economy in which corporations are creating labor segregation, paying the most minimum wages possible and providing the least amount of labor regulations, all of which cause social and economic marginalization of women. The paper relates that various trade agreements push countries to privatize public resources causing a shift away from welfare and social programs such as social insurance, health care, child-care and childcare subsidy. The author stresses that the new jobs created for the sole profit of the employers are usually lower-paid, part-time or contract flexible work having no benefits.
From the Paper
"One example of such harassment and discrimination is cited by Quintero-Ramirez, (2002). She describes how managers are often able to request a medical examination to show that a job applicant is not pregnant. Because of deregulation, the working conditions in these factories are often unsanitary and even dangerous, and inadequate or non-existing healthcare often exasperated the health impacts suffered by these women workers. These women work for minimum wages while foreign countries reap most of the benefits. The maquiladora sector is of particular importance because it has grown 89% in the period between 1995 and 2000 . The managers of these manufacturing plants often prefer to hire women because of the patriarchal beliefs that women are more docile and better suited for boring repetitive jobs. "
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"Workforce 2000", 2002.
A review of the paper "Workforce 2000", written in 1987 as a study of the American workforce.
9,661 words (approx. 38.6 pages), 32 sources, MLA, $ 197.95
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Abstract
This paper reviews "Workforce 2000", a report prepared by the Hudson Institute under a United States Department of Labor contract. The purpose of the report is to project the character of the American industrial environment in the early-years of the 21st century, and to assess the probably skills requirements and supply that will characterize that environment. The paper uses examples of real companies such as Microsoft.
From the Paper
"One of the more significant of the projections presented in Workforce 2020 is that by 2010 employers will be required to turn to older workers to fill their human resource requirements. In 1980, as an example, new entrants comprised 18 percent of the nation?s workforce. By 1997, however, new entrants accounted for only seven-percent of the workforce. Compounding the effects of this trend is the aging of the baby-boomer generation. By 2010, baby-boomers will begin reaching the present retirement age of 65, and the number of new entrants into the workforce will be insufficient to replace the baby-boomers should they retire (McIntosh, 2000). As a consequence of the intersection of these two trends that is projected to occur in 2010, employers will be forced to attempt to recruit older workers to fill their human resource requirements."
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A Well-Trained and Skilled Workforce, 2005.
This paper explores the cost-benefit of a well-trained and skilled workforce.
2,745 words (approx. 11.0 pages), 8 sources, MLA, $ 82.95
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Abstract
This paper explains that the benefits of having a well-trained and highly skilled workforce indicate that not only are the costs worthwhile but also that having a well-trained and skilled workforce is essential to an organization's success. The author points out that a well-trained and highly skilled workforce allows the organization to complete the necessary tasks better, which makes the organization better able to reach its goals, especially in the area of customer relationships. The paper relates that, in a highly competitive business environment, this level of workforce is more likely able to produce continuous improvement, which is essential to a company's long-term success.
From the Paper
"The final point it is important to make is that an organization in the current competitive business environment needs to do everything possible to operate as effectively and efficiently as possible. It must make the best use of every resource, recognize and use every opportunity to its advantage, and avoid as many costly mistakes as possible. All of these things are possible with a highly skilled and well-trained workforce. Firstly, making the best use of every resource means having employees with the skills to use the resources available. For example, consider an organization that has an expensive market research tool that analyzes customer data and shows trends in that data."
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The Multi-Cultural Workforce, 2004.
This paper discusses the benefits of a multi-cultural workforce.
1,660 words (approx. 6.6 pages), 10 sources, APA, $ 53.95
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Abstract
This paper explains that most American companies hire a multi-cultural workforce because its diversity offers a significant advantage, locally and globally. The author points out that a multi-cultural workforce is able to give a more appropriate response to increasingly diverse consumers; therefore, by increasing multi-cultural diversity in the workforce, companies are capable of increasing sales and productivity to reach wider markets. The paper relates that companies with multi-cultural workforces must be aware that diversity also can be dysfunctional by producing negative dynamics such as stereotyping, cultural clashes and imbalanced power.
From the Paper
"A prime example is the Hispanic ethnic group; they are a large part of the growing diverse workforce. According to Imberman and deForest they state, working with the Hispanic ethnic groups, a person can detect the lack of knowledge stemming from their backgrounds. Hispanics are hard workers and embrace their bosses with high regard. Imberman and deForest write about an incident where a manager wanted to increase the productivity of the plant, he decided to dress down and become more relaxed with the employees. Within the Hispanic work ethic, this type of action demonstrates the manager is not of leadership quality, and is not to be as respected. The workers see the manager as less of a leader and more of an equal. Within the Hispanic ethnic group, an individual does not need to speak Spanish to increase productivity or promote good work habits; an individual just need to show respect, and make clear what to expect from them."
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Managing in Today's Workforce, 2002.
This paper discusses the importance of effectively managing the diverse workforce of today.
2,400 words (approx. 9.6 pages), 5 sources, $ 89.95
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Abstract
This ten-page graduate paper discusses the importance of effectively managing the diverse workforce of today. The workforce today is very different from what it used to be some decades ago, this is because of the rapid changes that the corporate world has encountered in the United States. With these changes, a change in human resource management practices is also required.
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Successful Management of a Diverse Workforce, 2005.
This paper studies cultural diversity within the workplace and discusses factors for the successful management of such a workforce.
1,800 words (approx. 7.2 pages), 5 sources, $ 71.95
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Abstract
This five page paper discusses managing a diverse workforce. The author notes that successful management of a diverse workforce primarily depends upon an awareness of how racial, cultural and regional values influence the performance and interaction of employees. The writer further discusses that the emotional freedom to be forthright about race, gender and cultural values is often related to greater job satisfaction and, ultimately, to greater individual and perhaps even collective productivity.
From the Paper
"Successful management of a diverse workforce primarily depends upon an awareness of how racial, cultural, and regional values influence the performance and interaction of employees. The emotional freedom to be forthright about race, gender, and cultural values is often related to greater job satisfaction and, ultimately, to greater individual and perhaps even collective productivity. In order to promote this attitude, managers should be aware of studies which have found that minorities working for companies with nondiscrimination policies that included effective cultural diversity programs were more satisfied with their jobs, since a positive working environment is certain to foster greater job satisfaction, peer acceptance, and workplace morale."
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Workforce Management, 2002.
A discussion of workforce diversity and employee motivation.
1,550 words (approx. 6.2 pages), 8 sources, MLA, $ 50.95
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Abstract
Workforce diversity and employee motivation are two important issues the human resource manager must deal with. Managing these issues incorporates the four activities of management: planning, organizing, leading and controlling. This paper examines how the four activities are part of human resource management, with a focus on workforce diversity and employee motivation.
From the Paper
"Planning for human resources means ensuring that there are enough staff available now and that the future staffing requirements are planned for. This also includes taking into account changes in the future. If the company is going to expand or to change direction, the effectiveness of staff must be planned for. Planning impacts on employee motivation in several important ways.
"Firstly, changes to staff requirements must be planned for and staff reactions to change should not be ignored. One thing can be almost assured in any changes that effect staff: that the natural reaction will be to reject the changes. The most effective way to prevent this is to predict it and take action to prevent it. Planning of changes to staff should include informing staff of the changes and gaining their support. This will result in less stress and uncertainty for the staff, as well as showing them that they are important enough to be considered. This is a motivating factor for staff."
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The Changing Workforce, 2007.
This paper discusses the need for companies to recruit and retain a diverse workforce.
1,045 words (approx. 4.2 pages), 7 sources, MLA, $ 36.95
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Abstract
The paper discusses how diversity is more than just avoiding claims of discrimination. The paper stresses that to remain competitive, companies must attract a talented labor pool. The paper shows how changing demographics combined with expected labor shortages imply that companies need to embrace a diverse workforce to attract workers. The paper warns that the transition to a diverse workforce will not be easy. It will require significant changes in organizational behavior as well as modifications to policies and procedures.
From the Paper
"In Henderson v Irving Materials, Inc., et al 94 FEP case 976, Nathaniel Henderson, a black truck driver at Irving Materials, complained that he was subjected to racial harassment over a period of nine months by two co-workers. Henderson stated that he complained to his immediate supervisor and that and that the supervisor was present during some of the incidents and even participated in them. The plaintiff further alleged that he complained to the general manager about several of the incidents. Title VII of the Civil Rights Act of 1964 clearly prohibits discrimination in employment on the basis of race, sex, national origin and religion."
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Workforce Challenges, 2007.
This paper analyzes the books "Talking from 9 to 5: Women and Men at Work" by Deborah Tannen and "Workforce 2020" by Richard W. Judy and Carol D'Amico.
1,281 words (approx. 5.1 pages), 2 sources, MLA, $ 43.95
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Abstract
The paper discusses Deborah Tannen's work, "Talking from 9 to 5: Women and Men at Work", which describes the difficulties women face when they attain positions of authority. The paper shows how women are perceived as mothers, rather than leaders or managers. The paper also looks at Richard W. Judy and Carol D'Amico's work, "Workforce 2020", which discusses how workers will need to prepare for the coming years in the workforce and be prepared for more change than ever before.
From the Paper
"Stereotyping, as in "mother," "nurse," "teacher," and many other stereotypes about women are also at work here. There are many stereotypes for women that follow them into the workplace, whether they are justified or not. These stereotypes are used throughout society, not just in the workplace, and they add to the divide between men and women in authority. Even the news media uses stereotypes in unflattering ways, which simply reinforces the stereotypes and the behavior. Tannen gives several examples of media describing women in power in unflattering feminine tunes, something that is far less common with men in power."
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Nursing Workforce Shortage, 2007.
This paper describes the current nursing workforce shortage in the US, in general, and in Mississippi in particular.
2,218 words (approx. 8.9 pages), 16 sources, MLA, $ 68.95
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Abstract
The paper discusses the indicators and contributing factors to nursing workforce shortages. The paper then examines the impact and corrective measures necessary. The paper reveals that without intervention, the current nursing workforce shortage is only expected to grow. The paper concludes that there is much need for concern with the nursing shortage.
Outline:
Indicators
Contributing Factors
Impact
Corrective Measures
Conclusion
From the Paper
"There has been much work to study the current and projected nursing workforce shortages because of their vast impact on healthcare and the nation in general. There is a current Registered Nurse national vacancy rate of 8.5% (American Association of Colleges of Nursing [AACN], 2007). These vacancy rates soar even higher when looking at evening and night shifts. Because nursing requires personal twenty-four hours a day, seven days a week, three hundred and sixty-five days a year, healthcare facilities are having increased difficulty in filling "off shift" vacancies. Of hospitals surveyed in 2006, "off-shift" vacancies were reported in 77% to 85% of hospitals (Nursing vacancies decline, 2006)."
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Diverse Workforce, 2002.
Discusses management and training of a diverse workforce.
2,400 words (approx. 9.6 pages), 10 sources, $ 89.95
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Abstract
This paper discusses management and training of a diverse workforce--a true need of today when the American workforce is becoming increasingly diverse. The best practices model applied by teachers in the diverse classroom would be a good framework for organizations to work in. For affirmative action that forces the acceptance of diversity must be put in practice to avoid difficult circumstances.
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Workforce Absenteeism, 2005.
This paper is a research proposal to study the correlation of demographic and behavioral factors to the problem of workforce absenteeism.
3,520 words (approx. 14.1 pages), 10 sources, APA, $ 98.95
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Abstract
This paper explains that because absenteeism is a financial burden to management, causing increased stress on the remaining workers and decreased productivity, research is needed to understand the relationship between the levels of absenteeism in the workforce and (1) demographic factors, such as age, marital status, income, and gender and (2) employee behavior, which is derived from stress, motivation, family health and personality. The author constructed a custom-designed questionnaire, which seeks the nominal or interval data through single-response multiple-choice, multiple-response multiple-choice, simple dichotomous category scales, and modified versions of the Likert scale. The paper suggests that based on the information to be gained from this study, companies can alter human resource policies to make wiser employment decisions from their pool of applicants and can work closely with employees to provide more perks to ensuring that the work environment stimulates the motivation and reduces behavior associated with absenteeism. Custom-design questionnaire included.
Table of Contents
Problem Statement
Purpose Statement
Hypothesis
Research Objectives
Definition of Terms
Independent variables
Dependent variables
Constructs
Literature Review
Research Design
Participants
Materials
Data Collection Method
Instrumentation
Questionnaire Design
Construct
Logistics
Pilot Test
Evaluation of Response Bias
Design and Procedure
Ethical Considerations
Budget
Questionnaire Layout and Printing
Cost Summary
Schedule
Facilities
Project Management
From the Paper
"The study will have two independent variables (descriptive and employee behavior) with multiple levels and one dependent variable. The dependent variable is the frequency of absences from work reported to the company within the last full-year of employment. For the independent variables it examines either the descriptive factors or the employee behavior influence the frequency of absenteeism in the workforce. Of the descriptive factors (seven levels) under study, the research examines the following factors: age, gender, education, socio-economic status, ethnicity, employment status, and marital status. The employee behavior factors (five levels) include motivation, stress, relationship with colleagues and management, repetition of job, and family responsibilities."
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Gender Equity in Workforce, 2002.
Discusses some of the still unresolved problems of gender inequity in the workforce.
3,650 words (approx. 14.6 pages), 15 sources, $ 133.95
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Abstract
The aim of this paper is to draw attention to conflicting and unresolved issues of gender equity in workforce. In order to capture the diversity of the problem, the paper focuses on three major concerns of gender equity namely, organizational practices, wage gap and access to technology.
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