Diversity management is a process intended to create and maintain a positive work environment where the similarities and differences of individuals are valued. The literature on diversity management has mostly emphasized on organization culture; its impact on diversity openness; human resource management practices; institutional environments and organizational contexts to diversity-related pressures, expectations, requirements, and incentives; perceived practices and organizational outcomes related to managing employee diversity; and several other issues. The current study examines the potential barriers to workplace diversity and suggests strategies to enhance workplace diversity and inclusiveness. It is based on a survey of 300 IT employees. The study concludes that successfully managing diversity can lead to more committed, better satisfied, better performing employees and potentially better financial performance for an organization.
Historically, organizations have been provisioning flexible work arrangement (FWA) options in the workplace to help employees achieve a balance between work obligations and private obligations. We explore the utilization of FWA offerings in the Indian information technology (IT) industry and its relation to employee engagement (EE). Employees working in IT organizations in Bengaluru, India, were approached and data were obtained from 504 participants. The study found that availability of FWA options coincided with their utilization. Disconcertingly, only 7 per cent of the employees were “highly engaged”, 51 per cent were neither engaged nor disengaged and 41 per cent of the employees were disengaged with their current organization. FWAs were positively related to EE. We find congruence that FWA options lead to better EE warranting further exploration that can guide FWA policies.
Organizations want their employees to be engaged with their work, exhibiting proactive behavior, initiative, and responsibility for personal development. Existing literature has a dearth of studies that evaluate all the three key variables that lead to optimal employee performance-critical psychological states (CPSs), work engagement, and personal outcomes. The present study attempts to fill that gap by linking the variable CPSs (which measures experienced meaningfulness, responsibility, and knowledge of results) with the other two. The study surveyed 359 sales personnel in the Indian telecom industry and adopted standardized, valid, and reliable instruments to measure their work engagement, CPSs, and personal outcomes. Analysis was done using structural equation modeling (SEM). Findings indicated that CPSs significantly moderate the relationship between personal outcomes and work engagement.
This conceptual paper is an attempt to outline positive leadership and its sub-dimensions. Several progressive theories on positive leadership have observed that, the understanding, developmental process and implementation of positive leadership still remains largely under-researched by scholars from both the fi elds of leadership and positive psychology. Researchers have identifi ed that good job performance is strongly related to positive style of leadership. The aim of this article is to highlight varied concepts of positive leadership and its meaning. Positive leadership is bascially about respecting people with whom we work, recognising their competencies, contributions, and acknowledging the fact that they are our fi rst customer with whom we do business. It is also about how they shape optimisim as part of the organisational culture over time, formulate positive strategy, introduce positive organisational design and develop available talent using their strengths into potential human capital. Method: A descriptive methodology was adopted to explore the available literature. The paper presents the concepts of positive leadership, leadership theories that form part of the positive leadership style, approaches and dimensions to positive leadership. They are defi ned and equated along with similar relationships with other leadership theories or concepts such as transformational, authentic and servant leadership. Findings: The review of literature indicated many similiarities and associations between concepts of positive leadership and leadership behaviour styles. It also found strong relationship between positive leadership behaviour and outcomes such as performace, satisfaction, trust, empowerment, engagement and other critical behaviours that make organisations both eff ective and eff icient.
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