This document discusses managing workforce diversity and promoting employee wellness through organizational development (OD) efforts. It addresses key dimensions of diversity like age, gender, disability status and managing diversity strategically. Interventions for different types of diversity like flexible policies for cultural values diversity and equal opportunities for race/ethnicity diversity are outlined. Employee stress and wellness is also covered, explaining how stress impacts well-being and productivity. Methods for diagnosing stress through profiling and identifying sources are presented along with interventions like role clarification and support programs to alleviate stress and improve wellness.
The term diversity often raises controversy, confusion, and tension. What does it mean? Is it the same as affirmative action? Why should you focus on it?
Dimensions of diversity include, but are not limited to: age, ethnicity, ancestry, gender, physical abilities/qualities, race, sexual orientation, educational background, geographic location, income, marital status, military experience, religious beliefs, parental status, and work experience (Loden and Rosener 1991, 18-19).
Diversity Management Training In PowerPoint presentation for professionals, Students or want to get related knowledge about the Diversity & other issue normally take place at work.
Structural od intervention - Organizational Change and Development - Manu Me...manumelwin
These interventions deal with an organization’s technology (for examples its task methods and job design) and structure (for example, division of labor and hierarchy).
These interventions are rooted in the disciplines of engineering, sociology, and psychology and in the applied fields of socio-technical systems and organization design. Practitioners place emphasis both on productivity and human fulfillment.
The term diversity often raises controversy, confusion, and tension. What does it mean? Is it the same as affirmative action? Why should you focus on it?
Dimensions of diversity include, but are not limited to: age, ethnicity, ancestry, gender, physical abilities/qualities, race, sexual orientation, educational background, geographic location, income, marital status, military experience, religious beliefs, parental status, and work experience (Loden and Rosener 1991, 18-19).
Diversity Management Training In PowerPoint presentation for professionals, Students or want to get related knowledge about the Diversity & other issue normally take place at work.
Structural od intervention - Organizational Change and Development - Manu Me...manumelwin
These interventions deal with an organization’s technology (for examples its task methods and job design) and structure (for example, division of labor and hierarchy).
These interventions are rooted in the disciplines of engineering, sociology, and psychology and in the applied fields of socio-technical systems and organization design. Practitioners place emphasis both on productivity and human fulfillment.
Training - Human Resource Management HRMDeva Pramod
Training and Developing Employees: Need for Training, Systematic Approach to Training, Types of Training, Training Methods, Evaluation of Training
Training is a planned programme designed to improve performance and bring about measurable changes in knowledge, skills, attitude and social behaviour of employees.
Essential for job success
It can lead to higher production, fewer mistakes, greater job satisfaction and lower turnover
Training Vs. Development, Training Vs. Education, Learning Principles: The Philosophy of Training, Applicability of Training, Job Instruction Training (JIT)
Coaching
Mentoring
Job Rotation
Apprenticeship Training
Committee Assignments
Rao V.S.P “Human Resource Management”, 2nd edition, Pearson –Prentice Hall, New Delhi, 2005
Interventions are necessary for an organization to apply for effectiveness in functioning of an organization. this presentation is about part of interventions known as structural intervention.
The term organizational development was coined by Richard Beckhard in the mid-1950s.Organizational development is an acronym of two words i.e., organization and development
In this presentation, we will understand the challenges of international performance management, analyze the areas in terms of skill and other traits, understanding the conflicting role expectation and analyze the variety of appraisers in international performance appraisal.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
Training - Human Resource Management HRMDeva Pramod
Training and Developing Employees: Need for Training, Systematic Approach to Training, Types of Training, Training Methods, Evaluation of Training
Training is a planned programme designed to improve performance and bring about measurable changes in knowledge, skills, attitude and social behaviour of employees.
Essential for job success
It can lead to higher production, fewer mistakes, greater job satisfaction and lower turnover
Training Vs. Development, Training Vs. Education, Learning Principles: The Philosophy of Training, Applicability of Training, Job Instruction Training (JIT)
Coaching
Mentoring
Job Rotation
Apprenticeship Training
Committee Assignments
Rao V.S.P “Human Resource Management”, 2nd edition, Pearson –Prentice Hall, New Delhi, 2005
Interventions are necessary for an organization to apply for effectiveness in functioning of an organization. this presentation is about part of interventions known as structural intervention.
The term organizational development was coined by Richard Beckhard in the mid-1950s.Organizational development is an acronym of two words i.e., organization and development
In this presentation, we will understand the challenges of international performance management, analyze the areas in terms of skill and other traits, understanding the conflicting role expectation and analyze the variety of appraisers in international performance appraisal.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
Diversity in the Workplace - MBA 423 Human Resource ManagementStuart Gow
MBA 423 Human Resources Management (Elective Course)
The effective management of people has an important bearing on organisational success. The importance of personnel policies and procedures has created opportunity for managers and administrators with expertise in this field. The course provides conceptual and practical skills in areas such as the strategic aspects of human resource management, manpower planning, recruitment and selection, performance appraisal, training and development, salary administration and employee benefits. Industrial relations in the context of the South Pacific region is an important theme.
http://www.usp.ac.fj/index.php?id=mba423
Major Research Project (MRP) - 15%
Students will work in their allocated groups for the major research project (MRP) – which are indicated in the Course Outline. Each group will be required to base their project on arelevant and interesting HRM topic or current issue or company in which the group members have an interest.
A 30 minute group presentation (inclusive of answer and question session) will be made during weeks 10 and 11 of the trimester, as per the brief class timetable on page 7. The group’s power-point presentations, both soft and hard copies, must be submitted to the course facilitator on or before the presentation. A written report (around 20 pages) is required for the MRP - the due date for the report will be agreed to later in class. The class and the facilitator will evaluate each group’s presentation. The class and the facilitator will evaluate each group’s presentation. A blank evaluation form will be made available in class and posted in Moodle. However, the facilitator has the final say in terms of the final marks to be allocated to each group. The criterias to be used as a guide for evaluating the MRP presentations is provided in the blank evaluation form.
Students:
Stuart Gow
Amrish Narayan
Chaminda Wanninayake
Graduate School of Business
Faculty of Business and Economics
University of the South Pacific,
Private Bag, Laucala Campus,
Suva, Fiji.
Tel: (679) 323 1391/323 1392
Fax: (679) 323 1397
this presentation give you a general view of gender specially what need to as a organization in gender aspect. pls give me feedback and quarry send me email: ai_shahin@yahoo.com
this presentation give you a view of gender and it is focus you what practice need to a organization as gender aspect. pls send me email for your feed back and quarry : ai_shahin@yahoo.com
Answer questions separately in 2 pages single spaced 12 font size..docxSHIVA101531
Answer questions separately in 2 pages single spaced 12 font size.
Can put questions in and increase font size for questions to 25 and make it to two pages.
Questions are listed on the bottom of this page. There are 5 questions in total.
What is the role of an organization in Diversity?
Organizations that are committed to equality and inclusion must take steps to combat the examples of discrimination and harassment that have been covered in this chapter. And they must take steps to make diversity a goal in the pre-employment stages as well as in the post-employment stages. Anyone with managerial or supervisory responsibilities should pay careful attention to hiring and performance-rewarding practices, and make sure to rely on relevant information for making decisions and ignore race-based stereotypes. The following are examples of what leaders and organizations can do make sure employees feel valued.
Interview Selection Process
To ensure fairness for all applicants, organizations should use
highly structured interviews
during the selection process to avoid bias based on race or gender Highly structured interviews consists of the following 15 characteristics: “(1) job analysis, (2) same questions, (3) limited prompting, (4) better questions, (5) longer interviews, (6) control of ancillary information, (7) limited questions from candidates, (8) multiple rating scales, (9) anchored rating scales, (10) detailed notes, (11) multiple interviewers, (12) consistent interviewers, (13) no discussion between interviews, (14) training, and (15) statistical prediction.” Similarity bias can occur when interviewers prefer interviewees with whom they share similar traits. Organizations can mitigate this challenge if all 15 characteristics of a structured interview are used consistently with each job applicant.
Diversified Mentoring Relationships
Thanks to the rapid growth of international travel and globalization, managers are often called upon to manage a workforce that is increasingly diverse. Research has shown that racially and ethnically diverse firms have better financial performance than more homogeneous firms, because, as mentioned, employees from different backgrounds and with different experiences can give the firm a competitive advantage in various ways. It is necessary, however, that managers and those in positions of power are adequately equipped to manage diverse workforces in ways that are beneficial to all.
Diversified mentoring relationships
are relationships in which the mentor and the mentee differ in terms of their status within the company and within larger society. The differences could be in terms of race, gender, class, disability, sexual orientation, or other status. Research has found that these types of relationships are mutually beneficial and that the mentor and the mentee both have positive outcomes in terms of knowledge, empathy, and skills related to interactions with people from different power groups.
MANAGERI.
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2. LEARNING OBJECTIVES
To examine human resources management
interventions that address increasing
workforce diversity and employee wellness.
To understand how OD efforts can enhance
traditional human resource approaches to
these issues.
3. WORKFORCE DIVERSITY
“Workforce diversity is a workforce
consisting of a broad mix of
workers from different racial and
ethnic background of different
ages and genders, and of different
domestic and national cultures.”
5. MANAGING WORK FORCE DIVERSITY
Managing workforce diversity is defined as "planning and
implementing organizational systems and practices to
manage people so that the potential advantages of
diversity are maximized while its potential disadvantages
are minimized,"
Managing diversity focuses on maximizing the ability of all
employees to contribute to organizational goals.
Create & maintain a positive work environment.
6. A Framework for Managing
DiversityExternal Pressures
Internal Pressures
Management’s
Perspectives &
Priorities
Strategic
Responses
Implementation
7. STRATEGIC RESPONSES FOR MANAGING
DIVERSITY AND THEIR IMPLEMENTATION
Deny an assignment to an
employee because a client
might object to the
employee’s nationality, race,
gender, age, etc.
Choose geographic locations
for the business which avoid
diversity / where the local
workforce does not contain
protected classes
Pilot an employee network
conference that engages
employees and their
managers in reciprocal
learning activities
Different business units
continually share information
about their diversity
successes and failures, then
adapt and integrate them into
their businesses
Strategicresponsesformanagingdiversity
ProactivetoReactive
Episodic approach Systemic approach
Low Pressure High Pressure
Source : Dass & Parker
(1999)
8. 18-8
AGE DIVERSITY
Trends
Median age up
Distribution of ages changing
Implications & Needs
Health care
Mobility
Interventions
Wellness programs
Work design
Career development and planning
Reward systems
9. 18-9
GENDER DIVERSITY
Trends
Percentage of women in work force
increasing
Dual-income families increasing
Implications & Needs
Child care
Maternity/paternity leaves
Interventions
Work design
Fringe benefit rewards
10. 18-10
DISABILITY DIVERSITY
Trends
The number of people with disabilities
entering the work force is increasing
Implications & Needs
Job skills and challenge
Physical space design
Respect and dignity
Interventions
Work design
Performance management
Career planning and development
11. 18-11
CULTURE AND VALUES DIVERSITY
Trends
Rising proportion of immigrant and minority-
group workers
Implications & Needs
Flexible organizational policies
Autonomy
Affirmation and respect
Interventions
Career planning and development
Employee involvement
Reward systems
12. 18-12
RACE / ETHNICITY DIVERSITY
Trends
Minorities represent large segments of workforce
and a small segment of top management/senior
executives
Qualifications and experience of minority
employees is often overlooked
Implications & Needs
Discrimination
Interventions
Equal employment opportunities
Education and training
13. EMPLOYEE STRESS & WELLNESS INTERVENTION
Stress : refers to the reaction of people to their
environment. It can be positive or negative.
Wellness: the various life/non work satisfaction
enjoyed by individuals, work /job related satisfaction
and general health.
Management concern for stress management is
growing in organization.
14. STRESS IMPACTS…
Stress coping Skills Well being
Well being
•
Overall Employee Health – Insurance Costs
Productivity Levels
Absenteeism
Morale
Engagement
Focus
17. Workplace Stressors
• Physical Environment
• Individual: role conflict and
ambiguity, lack of control
• Group: poor peer, subordinate or
boss, relationships
• Organizational: poor design, HR
policies, politics
Stress
• How the
individual
perceives the
occupational
stressors
Consequences
• Subjective:
anxiety, apathy
• Behavioral:
alcoholism, drug and
accident abuse
• Cognitive: poor
focus, burnout
• Physiological: high
blood
pressure and pulse
• Organizational: low
productivity,
absenteeism
Individual Differences
Cognitive/Affective:
Type A or B, social support,
negative affectivity
Biologic/Demographic:
Age, gender, occupation, race
A Model of Diagnosis & Intervention
18. ALLEVIATING AND COPING WITH STRESS
TO IMPROVE WELLNESS
Role clarification
Supportive relationship
Work leaves
Health facilities
Employee assistance program
