| Papers [1-15] of 100 :: [Page 1 of 7] | | Go to page : 1 2 3 4 5 6 7 —> | Search results on "DIVERSITY WORKFORCE": |
|
|
Diverse Workforce, 2002.
Discusses management and training of a diverse workforce.
2,400 words (approx. 9.6 pages), 10 sources, $ 89.95
»
Click here to show/hide summary
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.
| |
|
The Diverse Workforce.
This paper discusses the drive of the multinational corporation to develop and embed into the corporate consciousness the need for a truly diverse workforce.
1,270 words (approx. 5.1 pages), 10 sources, APA, $ 43.95
»
Click here to show/hide summary
Abstract
This paper explains that diversity has become a key buzzword in the American human resources management vocabulary, resulting in the adoption of standardized operating procedures, but, when applied to multinational businesses at various global locations, these two seemingly noble principles are not always commensurate or harmonious in practice. The author points out that, even in the U.S., tensions regarding the standardized operating procedures of the employer's American workplace can be rooted in sociocultural misinterpretations, frustrations, and confusions from cultural shock regarding the different faiths and ethnic assumptions of employees. The paper suggest that, when relating to foreign multinational companies, a hands-off attitude may be the best policy; the founding company must be careful not to direct the employment practices and management of franchisees' staff, but when the resources and guidance are not gaining strides in production, such policies may need to be evaluated.
From the Paper
"The conflict is even more manifest in business, which requires standardized procedures to remain financially afloat and competitive on a global level, but also requires tolerance of local cultures and practices to retain employees and to make products attractive. There are now more new faces and diversity amongst the global workforce and more multinational business than ever before. This trend is expected to continue into the 21st century, particularly with the creation of international alliances of trade and commerce such as the European Union and the use of the Internet in global commerce, further connecting the marketplaces of the world."
| |
|
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
»
Click here to show/hide summary
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."
| |
|
Diversity in the Workforce, 2002.
Examines the issue of diversity in the workforce and offers a positive assessment.
2,944 words (approx. 11.8 pages), 6 sources, APA, $ 87.95
»
Click here to show/hide summary
Abstract
This paper uses the example of Con Edison as a company that has successfully tapped into the talents of a diverse workforce. The paper discusses ways that companies can take advantage of the different cultural backgrounds of their employees and use these differences to benefit the company.
Defining Diversity
Tapping into Diverse Talents
How to Capitalize on Diversity
The Paradigm Shift from Diversity as Liability to Diversity as Opportunity
Incorporating Diversity into Decision Making
Corporate Strategies to Capitalize on Diversity
Communication Issues
From the Paper
"Con Edison is a major employer in the greater New York City area providing energy and energy-related products and services. In addition to the five boroughs of New York City, it serves Westchester County in New York and small areas of New Jersey and Pennsylvania. It is located in the area of the country that has long been the first destination of many people immigrating to the United States. In addition it has well-established ethnic communities comprised of the descendants of people who brought new cultures to New York City and then put down roots there. As a result, the employment pool for Con Edison is one of the most diverse in the nation, including people not only of both genders but also of all ages and ethnic backgrounds. "
| |
|
Diversity in the Workforce, 2007.
An examination of the six best practices that encourage diversity in the workplace.
1,368 words (approx. 5.5 pages), 6 sources, MLA, $ 45.95
»
Click here to show/hide summary
Abstract
The paper reviews the six effective best practices that have been created and enforced by a variety of American companies to foster workplace diversity. The paper discusses the need for a company to create a diverse organization of individuals from many backgrounds and to incorporate diversity in top positions. The paper examines the need to expand diversity policy into business strategy, communicate the message with real financial resources, measure diversity with real numbers and nurture talent and promote inclusion as part of the company mission. The paper evaluates the potential efficacy of these practices in the context of the U.S. military and concludes that the military has met the benchmark of quality.
Outline:
Abstract
Introduction
Best Practices
Conclusion
From the Paper
"Diversity is a common buzzword in corporate management today. "In a nation that is becoming increasingly multiethnic, and in a world that is ever more interconnected, diversity has become an inescapable business reality." (Aronson, 2002, p1) But first and foremost, an organization must put words into the form of concrete policies, or, as in the article from Black Enterprise states in its title, a company must "walk the walk." (Alleyne, 2005) "Managed well, diversity can be a source of competitive advantage; managed poorly (or simply left to its own devices), [corporate diversity can become] a source of frustration, resentment, and yes, even disaster." (Aronson, 2002, p.1)"
| |
|
Cultural Diversity in the Workforce, 2002.
An investigation of various factors concerning multiculturalism in the workplace.
2,650 words (approx. 10.6 pages), 6 sources, $ 97.95
»
Click here to show/hide summary
Abstract
This paper investigates the impact that cultural diversity has within the workplace in terms of its positive and its negative assets. This is achieved through examining the process through which multiculturalism benefits the workplace, and the problems that can result from a multi-ethnic setting created on insecure terms. In addition, the legal process of promoting a culturally diverse environment is also addressed, especially the concept of hiring quotas and how these quotas might in turn foster reverse discrimination if used.
| |
|
Workforce Diversity, 2005.
A look at the pros and cons of diversity in the workplace.
1,350 words (approx. 5.4 pages), 3 sources, $ 53.95
»
Click here to show/hide summary
Abstract
This paper discusses how workplace diversity can be viewed as either a problem or as a resource. It looks at how diversity is defined in terms of demographics; the nursing profession is made up primarily of females. It also discusses how one aspect of workplace diversity consists of individual and organizational change and how attention to diversity involves being aware of individual differences and providing various choices and alternatives.
From the Paper
"Workplace diversity can be viewed as either a problem or as a resource. Diversity is defined in terms of demographics; the nursing profession is made up primarily of females. Furthermore, the profession consists of many ethnic and racial groups. In addition, each nursing workplace has various goals and values (Jamieson & O'Mara, 19991). One aspect of workplace diversity consists of individual and organizational change. Attention to diversity involves being aware of individual differences and providing various choices and alternatives. Another area of diversity, and especially in Toronto workplaces, is multicultural diversity. Multiculturalism as an ideal and a policy often fails so that systemic racism can be a serious problem."
| |
|
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
»
Click here to show/hide summary
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."
| |
|
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
»
Click here to show/hide summary
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.
| |
|
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
»
Click here to show/hide summary
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."
| |
|
Cultural Diversity, 2002.
An introduction to the concepts of cultural diversity and methods that can help in ensuring the success of a diverse workforce .
2,192 words (approx. 8.8 pages), 5 sources, MLA, $ 68.95
»
Click here to show/hide summary
Abstract
This paper discusses the importance for organizations to diversify their workforce because it can lead to new methods of thinking and problem solving and a gain in profits. It looks at how a diverse workforce, if properly managed, can provide significant benefits but if not effectively managed, could even lead to huge losses for the organization. It shows how communication gaps and discrimination are common occurrences in a diverse workforce and how an organization should be fully prepared to face such issues by training their managers and leaders to coordinate it.
From the Paper
"The population of minorities is expected to increase and naturally their representation in the workforce will also increase. This is a clear indication that companies should be able to effectively manage and utilize their diverse workforce to their advantage. Success in business is achieved by managing change rather than by avoiding it. The labor market is becoming highly competitive and companies should take measures to ensure that they recruit from the entire spectrum available; otherwise they could be missing out on advantages of a diverse workforce. Many companies have reported that a diverse workforce has helped them boost their profits, especially through innovations that were brought about by their workforce."
| |
|
Human Resource Management and Diversity, 2007.
This paper looks at diversity in the workforce and the implications for human resource management.
1,116 words (approx. 4.5 pages), 6 sources, MLA, $ 38.95
»
Click here to show/hide summary
Abstract
The paper relates that human resource management today includes the need to recruit and embrace diverse employees. The paper explores the ramifications of a diverse workforce for human resource management and offers various methods and techniques for the management to cater to this diversity. The paper discusses how the incorporation of many different cultures and traditions on work projects can only serve to benefit a company.
Outline:
Introduction
Human Resource Management Techniques
Conclusion
From the Paper
"The field of human resource management has always been a field that encouraged diversity. By its very nature the people that have an interest in working in the field generally have the type of personalities that enjoy diverse groups of people and diverse job duties. The globalization of the world has changed the face of society in ways that have never before been experienced. Today, the American workforce is more diverse than in the past and with that diversity comes differences in cultures, beliefs and traditions(Cox, 1991). Human resource management today includes the need to recruit and embrace diverse employees and the need to encourage the positive elements of that diversity while at the same time maintaining individuals' rights with regard to their background."
| |
|
Workforce Management, 2002.
A discussion of workforce diversity and employee motivation.
1,550 words (approx. 6.2 pages), 8 sources, MLA, $ 50.95
»
Click here to show/hide summary
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."
| |
|
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
»
Click here to show/hide summary
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."
| |
|
"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
»
Click here to show/hide summary
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."
|
|
|
