This document provides a literature review on the concept of diversity management and the business case for diversity. It begins with an overview of diversity management and definitions of workforce diversity from various sources. It then reviews the origin and historical background of diversity in the workplace. Several theoretical frameworks related to the business case are examined, including resource-based view model and social exchange theory. The impact of demography on workforce diversity and major business drivers for diversity are also explored. The literature review covers seminal works and provides analysis to understand the concept and case for diversity management.
The document outlines an agenda for a diversity management workshop. The objectives are to cultivate respect and understanding between diverse groups, engage in crucial diversity conversations, share knowledge on diversity and its impact, identify barriers that limit valuing diversity, and highlight the business case for managing diversity. It will include discussing DivFood's mission and values, defining diversity, learning about global and South African diversity perspectives, and exercises like the elephant and giraffe story and reincarnation. The workshop aims to help map a way forward for an inclusive culture at DivFood.
The document discusses diversity management, outlining what it is, why it's important, and how organizations can approach it. It defines diversity and lists some common factors of diversity in the workplace. It then describes conventional approaches to diversity management and introduces a new comprehensive model that maps differences, identifies common ground, and integrates diversity into work systems. As an example, it outlines Microsoft Corporation's diversity and inclusion program, including its pillars, mission, vision, values, and some specific programs and initiatives to promote diversity.
Diversity Management For Serious Players Flashjoratdc
This document outlines an agenda for effectively implementing diversity as a business strategy. It begins by establishing clear desired outcomes and defining key terms. Principles are then established and homework done to understand the current situation. A logic-based approach is recommended to add diversity to the overall strategy. Relentless execution is key, while avoiding distractions. Progress should be measured based on relevant business metrics rather than activities. An expert is introduced who helps companies implement diversity management as a strategic approach.
PepsiCo prioritizes diversity and inclusion. It has a core belief that diverse strengths and talents help make the company successful. Today, 33% of PepsiCo's board members and 31% of executives are women. The company has a long history of promoting diversity, such as having the first African American VP of a major US corporation. It also spends over $1 billion annually with minority- and women-owned suppliers. PepsiCo has received numerous awards and top rankings for its diversity practices from organizations around the world.
This document discusses diversity management strategies used by top multinational companies in India. It defines diversity as people with varied backgrounds, styles, perspectives, values and beliefs contributing to organizations. Diversity management is described as a process to plan, organize, direct and support a diverse workforce to improve performance. The document outlines challenges of managing diversity, including how people react to differences based on their influences and perceptions. It categorizes diversity dimensions as primary/core (e.g. age, gender) which strongly shape identity, and secondary dimensions (e.g. work experience, beliefs) which are more variable and changeable. Top companies anticipate increased employee satisfaction and organizational performance through strategic diversity management plans.
This document provides 6 steps for managing diversity in an organization: 1) Define diversity for your organization as there is no one-size-fits-all approach, 2) Set achievable goals specific to your organization rather than comparing to competitors, 3) Build metrics to measure progress towards quantifiable long and short-term goals, 4) Get the right resources to achieve diversity goals, 5) Change or set up hiring systems to build a diverse talent pool, 6) Inform and educate employees to incorporate diversity into the company culture.
The second document describes the staffing services offered by Aditi Staffing, a certified MBE staffing firm. They offer talented flexible staff for short-term projects, use their talent to
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10. Major Activities of HRMMajor Activities of HRM
• Organizational
Design
- HR Planning
- Job/Work
analysis
- Job Design
- Information
system
• Staffing
- Recruitment
- Promotion/transfer
- Induction/orientation
- Employee selection
method
11. Major Activities of HRMMajor Activities of HRM
• Performance
Management and
Appraisal
- Management
Appraisal/
Management by
Objective
- Productivity/
Enhancement
Program
- Customer-focused
performance
appraisal
- Multi-rater
system/360 Degree
appraisal
• Employee Training
and Organizational
Development
- Management/supervisory
Development
- Career
planning/Development
- Employee
assistance/counseling
program
- Attitude surveys
- Training
- Diversity program
12. Major Activities of HRMMajor Activities of HRM
• Reward systems,
Benefits, And
Compliance
- Safety
programs/Health/
Medical service
- Complaint/
disciplinary procedure
- Compensation
administration
- Wage/salary
administration
- Insurance benefits
administration
- Unemployment
compensation
administration
- Pension/profit-
sharing plans
- Labor
relations/collective
bargainning
13. Major Trends AffectingMajor Trends Affecting
HRMHRM
Trend 1: The Increased Globalization of
The Economy
• Increasing evidence that HRM
practices can increase productivity,
lower labor cost, and affect financial
measures
• Increasing global competition for
product and service
• Opportunity for expansion that
present global challenges for HR
14. Major Trends AffectingMajor Trends Affecting
HRMHRM
Trend 2: Technological changes,
challenges, and opportunities
• Great opportunities presented by the
Internet
Trend 3: The need to be flexible in
response to changing business
environments
• Outsourcing/downsizing/temp/reengin
eering
15. Major Trends AffectingMajor Trends Affecting
HRMHRM
Trend 4: Increase in litigation related to
HRM
• Federal, state, and municipal lawsuits
on the increase
• Wrongful discharge, negligent hiring,
retention, referral
Trend 5: Changing characteristics of the
workforce
• Growing workforce diversity, which
complicates HRM
• Labor shortage workforce
16. Goals
Productivi
ty
Quality
Service
HR Planning and
Analysis
HR Planning
Job Analysis
HR Information
and
Assessment System
Employee and
Labor/Management
Relations
HR Policies
Employee Rights and
Privacy
Union/Management
Relations
Health, Safety
Health and Wellness
Safety
Security
Compensation
and Benefits
Wage/Salary
Administration
Incentives
Benefits
Equal Employment
Opportunity
Compliance
Diversity
Affirmative Action
Staffing
job Analysis
Recruiting
Selection
HR Development
Orientation
Training
Employee Development
Career Planning
Performance management
GLOBAL
SIZE
MISSION