Managing Diversity
Human Resource Strategies for Transforming the Workplace
Managing Diversity considers the implications of diversity for the development and synthesis of specific human resource policy areas. The contributors provide a range of perspectives on the significance of workforce diversity for the human resource domain and the workplace in general. The degree to which current theory and practice have incorporated issues of diveristy management is reviewed. The book:
Provides examples of specific sources of diversity among employees
Scrutinizes the effectiveness of current human resource practices
Suggests approaches for modifying human resource systems to support a managing diversity strategy
Discusses the implications of employee diversity for future theory and practice
Managing Diversity is the first book to examine in detail how specific human resource functions need to be modified to support workforce diversity.
Acknowledgements.
Introduction.
Part I: Recruiting and Selecting a Diverse
Workforce:.
1. EEO Law and Managing Diversity: Elaine K. Yakura.
2. The Implications of a Diverse Labor Market on Human Resource
Planning: Richard D. Arvey, Ross E. Azevedo, Daniel Ostgaard and
Sumita Raghuram.
3. Diversity Considerations in Staffing Decision Making: Robert
L. Heneman, Nancy E. Waldeck and M. Cushnie.
Part II: Developing and Motivating a Changing
Workforce:.
4. Mentoring in a Context of Diversity and Turbulence: Kathy E.
Kram and Douglas T. Hall.
5. Performance Appraisal and Demographic Diversity: Issues
Regarding Appraisals, Appraisers, and Appraising: Chao C. Chen and
Nancy DiTomaso.
6. The Role of Training in a Changing Workforce: New
Perspectives and Approaches: J. Kevin Ford and Sandra Fisher.
7. Compensation and Diversity: New Pay for a New Workforce?:
Alison E. Barber and Christina L. Daly.
Part III: Innovations in Diversity Management:.
8. Human Resource Strategies to Support Diversity in Work and
Personal Lifestyles: Sharon A. Lobel and Ellen Ernst Kossek.
9. Unions, Collective Bargaining and the Diversity Paradox: John
T. Delaney and M. Catherine Lundy.
10. Workplace Health and Safety: Implications for Diversity:
Karen A. Brown.
11. Managing Disability-Based Diversity: Karen Roberts.
Part IV: Linking Diversity to Organizational
Strategy:.
12. Managing Diversity within Multinational Firms for
Competitive Advantage: Gary W. Florkowski.
13. Diversity: A Strategic Issue: Parshotam Dass and Barbara
Parker.
14. Capitalizing on the Benefits of Diversity through Work
Teams: Donna Thompson and Laura E. Gooler.
Part V: Managing Diversity and Organizational Development:
Original Cases and Lessons from the Field:.
15. Personal Reflections on the
Diversity-Management-Organizational Development Marriage: Roosevelt
Thomas.
16. To Do or Not to Do: Initiating Diversity Programs: Everette
J. Freeman.
17. Managing Diversity as a Vehicle for Culture Change: Ellen
Ernst Kossek.
18. Functional Diversity at Work: A Client Driven Case for
Managing Diversity: Toni A. Gregory and Ronald P. Lewis.
19. Crossing Borders: Bernardo M. Ferdman and Placida I.
Gallegos.
20. Adapting Human Resource Systems to Manage Global Diversity:
Ellen Ernst Kossek.
About the Contributors.
Index.
Management and Organizational Behavior at the School of Labor and
Industrial Relations, Michigan State University. She has worked on
HR for many companies on both the USA and Japan, and she has
published extensively on human resource management and diversity
issues.
Sharon A. Lobel is Associate Professor of Management at
Seattle University. Her research on the many aspects of managing
diversity on organizations and has appeared in numerous
journals.
