Many organizations have implemented various types of initiatives within the last few decades in an effort to deal with diversity. A possible missing vinculum (link) between how an organization deals with diversity and its impact on the bottomline is a corporate diversity strategy that is executed using a planned change approach to systemically manage diversity. While many organizations have implemented a corporate diversity strategy, most have not used a “planned change‐corporate diversity strategy”. The lack of a “planned change‐corporate diversity strategy” is quite likely to inhibit managing diversity from becoming systemic to an organization's culture and its way of doing business, thus tending to disallow the potential benefits of diversity to be maximized. Hence, this paper offers a framework for using a “planned change‐corporate diversity strategy” to: progress along the “diversity continuum” starting with acknowledging to valuing, and ultimately to managing diversity; and systemically managing diversity using a eight‐step “managing diversity process”.
This study develops a scale to measure consumer sensitivity to corporate social performance (CSCSP) using the factor analysis procedure to generate a valid and reliable 11-item scale. Results from a U.S. sample of M.B.A. students suggest that women are more sensitive to CSP than men and that Democrats are more sensitive to CSP than Republicans. Future research can use this scale to measure the correlation between attitudes toward CSP and actual behavior.
Given the growing racioethnic heterogeneity of today's global workforce, it is necessary for researchers and practitioners to continuously examine the impact of racioethnic diversity in various organizational contexts, both foreign and domestic. The impact of racioethnic diversity has received a lot of attention in the literature with respect to various organizational attitudes and behaviors. However, after canvassing the literature, there is a void with respect to assessing whether various dimensions of a job intrinsically motivate racioethnically-diverse individuals differently. This line of research should be of interest to both researchers and practitioners, considering it is widely accepted that motivation is a precursor to various organizational outcomes, such as job satisfaction, absenteeism, and productivity. This study revealed that there are differences with respect to job satisfaction and the intrinsic motivation racioethnically-diverse individuals derive from their jobs.
Mentoring is highly regarded as a career‐enhancing phenomenon necessary for any aspiring executive. Several debates within the literature have led to a lack of consistency regarding the definition of mentoring and a mentor, the functions of a mentor, and the various types of mentoring. It appears that much of the confusion stems from the relationship and association of mentoring with the concept of sponsoring. Within the majority of the literature regarding developmental relationships, sponsoring has been posited to be a sub‐function of mentoring. This paper presents two arguments for viewing and examining mentoring and sponsoring as distinctly different, non‐mutually exclusive, and possibly concurrent phenomena, as well as offers universal definitions for both terms. This delineation is offered to aid aspiring executives in their decision making process as to whether to select a mentor, a sponsor, or both.
Many organizations have implemented formal mentoring programs within the last few years. Some organizations have realized success with their formal mentoring programs, while others have not fared so well. A missing link with many formal mentoring programs is a corporate level mentoring strategy. The lack of a corporate level mentoring strategy inhibits the mentoring process from becoming an integral part of an organization’s culture, therefore not allowing for the maximization of benefits that can be gained from effective formal mentoring processes and programs. Thus, this paper offers a framework for creating a corporate level mentoring strategy; a standardized mentoring process; and customized mentoring programs, all of which should align with the organization’s strategic positioning to facilitate the achievement of maximum effectiveness from the implementation of formal mentoring programs.
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