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.
Introduction.
Part I: Recruiting and Selecting a Diverse Workforce.
Part II: Developing and Motivating a Changing Workforce.
Part III: Innovations in Diversity Management.
Part IV: Linking Diversity to Organizational Strategy.
Part V: Managing Diversity and Organizational Development:
Original Cases and Lessons from the Field.
Part VI: About the Contributors.
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.
