Diversity Training in Organizations

McGuire, David; Patterson, Nicola

doi:10.4018/978-1-4666-1812-1.ch016

Cited by 8 publications

(6 citation statements)

References 63 publications

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“…Diversity training emphasizes the value of difference and a heterogeneous workforce and refers to diversity in relation to gender, age, ethnicity, sexuality, and class. It is an area of growing interest within organizations (McGuire & Patteron, 2012). Taylor, Powell, and Wrench (2001) suggest there are three types of diversity training: providing information, changing attitudes, and changing behaviors.…”

Section: Implications For Hrdmentioning

confidence: 99%

A Gendered Analysis of Emotional Intelligence in the Workplace

Thory

2013

Human Resource Development Review

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Drawing on a sociological analysis considering gender, this article explores how emotional intelligence (EI) abilities are socially constructed and valued. It presents a range of societal trends including “the future is female” to explore how both men and women are perceived and judged against symbolic representations of masculine and feminine when they perform gendered conceptions of EI. The article illuminates how women and men may be encouraged to take up feminine and masculine interpretations of EI skills but women fare less well. It then examines the effects of EI’s assessment and therapeutic methods in training and work-based use. It argues that these approaches are damaging to individuals when deployed in work environments where masculinized management resides as the dominant framework. Finally, the article discusses the findings in relation to HRD to reveal important theoretical guidelines for practice.

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Section: Implications For Hrdmentioning

confidence: 99%

A Gendered Analysis of Emotional Intelligence in the Workplace

Thory

2013

Human Resource Development Review

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“…The literature describes educating employees through training as an important performance improvement intervention to address bullying in the workplace (Ayoko, Callan, & Hartel, ; Hannabuss, ; Harvey, Heames, Richey, & Leonard, ; Khan & Khan, ; McKay, Arnold, Fratzl, & Thomas, ; Mellish, ; Saunders et al, ). Further, training is becoming a more pressing priority for HR professionals in pursuit of organizational efforts to eliminate harmful behavior in the workplace (McGuire & Bagher, ). Hoel, Giga, and Faragher () suggest that training could be an initial step in the long‐term organizational change process that may be necessary to decrease bullying in the workplace.…”

Section: Performance Improvement Interventionsmentioning

confidence: 99%

A Phenomenon We Can't Ignore: Performance Improvement Interventions to Address Workplace Bullying

Ritzman¹

2016

Perf. Improv.

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Workplace bullying is a significant problem impacting both individual performance and performance of organizations as a whole. This article describes how a systematic approach was utilized by focusing on the organizational subsystem of human resources as it relates to preventing, identifying, and addressing workplace bullying. Human resource (HR) professionals play a vital role in applying anti‐bullying policies and performance improvement interventions. The article outlines the interventions and policies utilized by HR professionals to alleviate and manage bullying that have been cited in the literature.

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“…It would thus help to solve many social problems stemming from poorly comprehended otherness or diversity. With respect to Königová and Urbancová (2013) Diversity Management is primarily researched in foreign countries (for example research Love and Singh, 2011;McGuire and Patterson, 2012) and since the situation in the Czech Republic is not known, this paper focused on covering the knowledge gap.…”

Section: Theoretical Background Of the Workmentioning

confidence: 99%

Diversity Management in the Workplace

Urbancová¹,

Čermáková²,

Vostrovská³

2016

Acta Univ. Agric. Silvic. Mendelianae Brun.

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Diversity is a phenomenon which is increasingly manifesting itself in the globalized society; therefore, it is observable in various areas of human activity, and thus also in the labour market and work teams. Age, sex, ethnicity and nationality, creed or disabilities are among the parameters of diversity. The aim of the article is to identify and evaluate the implementation of Diversity Management in workplaces, whilst bearing in mind researched factors of diversity. The results were gained by conducting a primary survey by questionnaire in organizations (n = 315). The results showed that a total of 41.9% of selected organizations operating in the Czech Republic implement Diversity Management. The largest part of organizations operate in the tertiary sector (69.7%). The survey results show the situation concerning Diversity Management in the selected organizations and support the oppinion that Diversity Management is a current global matter and its concerns all organizations. The research parameters infl uenced the application of Diversity Management in organizations (Cramer's V is from 0.176 to 0.430). One of the recommendations for organizations is that they devote more attention to this phenomenon, as qualifi ed human resources is on the decline and adequate attention will once again need to be devoted to groups of potential workers who have hitherto been overlooked. Diversity Management represents a new opportunity for organizations to build the employer's good brand and attract knowledge workers.

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Diversity Training in Organizations

Cited by 8 publications

References 63 publications

A Gendered Analysis of Emotional Intelligence in the Workplace

A Gendered Analysis of Emotional Intelligence in the Workplace

A Phenomenon We Can't Ignore: Performance Improvement Interventions to Address Workplace Bullying

Diversity Management in the Workplace

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