Diversity and inclusion depend on effective engagement

Sanyal, Chandana; Wilson, Doirean; Sweeney, Charlotte; Rachele, Jude Smith; Kaur, Satwant; Yates, Christine

doi:10.1108/hrmid-05-2015-0087

Cited by 23 publications

(14 citation statements)

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“…With an increase in cross-cultural teams, foreign investments coupled with the change in social attitudes in the workforce are few reasons why organizations today are embracing diversity and inclusion as a key function to achieve better organizational results. Organizations have realized that a diverse workforce can contribute better toward business processes at different organizational levels (Blake, 2015; Kuknor, 2015; Sanyal et al , 2015). In many ways, the function of diversity and inclusion are like two sides of the same coin (Roberson, 2006).…”

Section: Introductionmentioning

confidence: 99%

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Inclusive leadership: new age leadership to foster organizational inclusion

Kuknor

Bhattacharya

2020

EJTD

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Purpose This paper aims to investigate the relationship between inclusive leadership (IL) and organizational inclusion (OI) in literature and explores the contribution of IL and OI in human resources development (HRD). Design/methodology/approach The systematic literature review was undertaken from peer-reviewed journals. In total, 68 articles were critically analyzed to be included in the review highlighting the relationship between IL and OI. Findings The paper provides insights into leader behaviors that foster IL and how it differs from other styles of leadership. The paper also proposes a theoretical model to show the relationship between IL and OI. Practical implications The study will facilitate creating awareness in practitioners and academicians who think inclusion is mostly concerned with disabled learners, which is misleading. The paper will help the concerned stakeholders to formulate HRD practices to foster an inclusive culture at work. Originality/value The paper explores an area less researched and is among the few review papers investigating through the relationship between IL and OI and how they impact HRD practices in an organizational set-up.

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Section: Introductionmentioning

confidence: 99%

“…Organizations are spending time and money in initiatives toward inclusion, leadership training to foster an inclusive culture. Despite these efforts, it is seen employees do not fully engage themselves in the organization (Sanyal et al , 2015). This may be due to unhappy performance rating, work assignments or growth opportunities.…”

Section: Introductionmentioning

confidence: 99%

Inclusive leadership: new age leadership to foster organizational inclusion

Kuknor

Bhattacharya

2020

EJTD

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“…The number of people in the group, the structure of the group of people, group learning, group communication, group distribution, group life cycle, etc. [21][22]. The main measures for the cultivation of group resources are: reasonable allocation of personnel group resources: life cycle management of personnel groups: establishment of group vitality mechanism.…”

Section: Human Resources Managementmentioning

confidence: 99%

Sustainable Human Resource Management Based on Employee Potential Traits

2021

IJST

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How to promote the further development of the economy and permanent sustainable development, and not to be eliminated in the world competition, is the problem that China should pay attention to, and it is the main direction of China's modern economic development. The main body of economic development is that major enterprises play a pivotal role in it, and the enterprise is composed of various talents. Therefore, the most important thing for an enterprise is to recruit all kinds of professional talents for the development of the enterprise. contribution. A company can develop with a strong economy, and economic development provides a foundation for the company. The relationship between the two is inseparable. This paper focuses on sustainable human resource management based on the study of employee potential traits. From the analysis of actual economic data, the contribution of human resources in countries with different levels of development is also different. Developing countries account for about 29%, and developed countries can reach 51%. It is not difficult to find economic Sustainable development is a stable resource for human resources. It integrates technology and labor. To a certain extent, human resource management plays a catalyst role in the sustainable development of the economy.

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“…This contributes to the development, growth, performance, innovation, and competitiveness of a company (see, e.g. Albrecht et al, 2018;Sanyal et al, 2015). Schaufeli et al (2002) defined work engagement as positive, fulfilling, work-related state of mind that is characterized by vigor, dedication, and absorption.…”

Section: Introductionmentioning

confidence: 99%

The Role and Presence of Intergenerational Synergy in Medium and Large Slovenian Companies

Rožman

Tominc

2019

Balkans JETSS

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Intergenerational synergy and thus the exchange of knowledge, is the key element in the implementation of various tasks, finding solutions, obtaining and exchanging important information. The main aim of the paper is to present intergenerational synergy and to determine the impact of intergenerational synergy on the work engagement of employees in large and medium-sized companies in Slovenia. In the empirical research 407 companies and 814 employees were included by random sampling. Research results revealed that employers on general pay attention to intergenerational synergy in companies in Slovenia, but there are still opportunities to raise awareness among employers about intergenerational synergy and their emphasis on intergenerational synergy for better performance of business operations, such as sales activities to customers of different age profiles, and similar. Results also suggest that intergenerational synergy in companies has a statistically significant positive impact on the work engagement of employees in large and medium-sized companies in Slovenia. In this context, an appropriate environment should be created to respect the diversity of the workforce.

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Diversity and inclusion depend on effective engagement

Cited by 23 publications

References 0 publications

Inclusive leadership: new age leadership to foster organizational inclusion

Inclusive leadership: new age leadership to foster organizational inclusion

Sustainable Human Resource Management Based on Employee Potential Traits

The Role and Presence of Intergenerational Synergy in Medium and Large Slovenian Companies

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