The characteristics of LCC shown in the present study are nearly identical to those observed for polycystin-2 and its homologues suggesting that polycystin-2 or polycystin-2L2 underlie LCC in ventricular myocytes.
Many organizations in Canada have the opportunity to diversity their workforce and replace an aging workforce with a quickly growing Indigenous population. Maintaining a diverse workforce is becoming critically important for organizations as they operate in a complex environment requiring multiple approaches to problem-solving and the integration of a diversity of perspectives to maintain a competitive advantage. The availability of Indigenous workers who have unique cultural perspectives would seem to be a perfect solution, however, there is a problem as to how to support and retain these workers. This issue is demonstrated by the fact that in 2011, the unemployment rate for Indigenous people in Canada was measured at 12.3%, compared with 6.8% for non-Indigenous people and numbers on retention reflect this disparity. Though barriers to successful employment are numerous and complex, Indigenous people cite a lack of cultural understanding from managers and peers as one of the key issues that they face with regard to gaining and retaining employment. Therefore, this qualitative, multiple case study explored further and expanded on how Indigenous cultural approaches to work and subsequent work interactions influence employment and employment retention from an Indigenous perspective. Data was collected and analyzed from 12 participants; a focus group of six as well as six individual in depth interviews with First Nations men and women over 18 and under 55 who had a minimum of five years' work experience. Understanding the context of culture and the influences on work outcomes for Indigenous people may generate new understanding of the problems and their placement in work engagement theory.
The paper seeks to understand organisational context and culture’s influence on engaging First Nations People in Canada in work. Organisations have many opportunities to attract and engage Indigenous people, who have distinct worldviews and unique cultural customs not necessarily reflected in a North American workplace. Indigenous people also grapple with the historical and ongoing disparate impacts of settler colonialism that intersect colonial systems in most every area of their lives. This study worked within Indigenous research principles to encourage the articulation of deeply felt experiences and points of view of how First Nations people viewed and interacted with their work. The findings reviewed the experiences of twelve First Nations individuals working in non-Indigenous organisations. Through anti-colonial and critical organisational theoretical lenses, the study reveals how the context and culture that defined this sample of First Nations people shaped their views of what is essential to engaging them in the workplace. The findings illustrate what First Nations people would like to see in a workplace culture, what they feel needs to be recognised as part of their unique Indigenous context, and the approaches and practises that are most important for engaging them. Understanding the effect of context and culture on positive work interactions provides new information for organisational leaders, managers, diversity officers, and Human Resource practitioners to better support First Nations engagement in the workplace. It may also offer an approach to better engaging other culturally diverse organisational groups. The results add value to the fields of critical theory, anti-colonial theory, critical management studies, and Indigenous wholistic theory. The results further the discussion on the processes of decolonization and the recognition of Indigenous and minority rights in the workplace.
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