Countering marginalisation through ‘cooperative democracy’: The case of worker co-ops in Japan

Evaluation of a charge nurse leadership development program.

Understanding the factors that drive employee experience is crucial for fostering a productive and inclusive work environment. In an era where employee experience is a critical determinant of organizational success, understanding how gender impacts this experience is essential. This article aims to study the gender differences in factors influencing employee experience, utilizing data collected from a structured questionnaire administered to a diverse workforce. By examining variations in responses across different gender groups, the study identifies significant patterns and disparities in how employees perceive and interact with their work environments. The findings underscore the importance of tailoring organizational practices to address gender-based needs and preferences, thereby fostering a more inclusive and supportive work environment. This research offers valuable recommendations for organizations seeking to enhance employee engagement and satisfaction through gender-sensitive approaches.

Cross-cultural management refers to the practice of managing people and teams from different cultural backgrounds in a way that takes into account their unique perspectives, values, behaviours, and communication styles. It encompasses the strategies, policies, and practices that organizations implement to effectively deal with the challenges and opportunities that arise when working in a diverse and multicultural environment. Key aspects of cross-cultural management include: Adaptability and Flexibility: Managers and team members may need to be adaptable and open to new ways of doing things. This includes being willing to modify approaches or practices to accommodate different cultural norms. Inclusivity and Diversity: Promoting inclusivity means creating an environment where individuals from all cultural backgrounds feel valued and included. This involves policies and practices that support diversity and prevent discrimination. Training and Development: Providing training and development opportunities that address cross-cultural competency is important for both managers and employees. This can include cultural sensitivity training, language courses, and intercultural communication workshops. Global Mindset: Having a global mindset means being open to different perspectives and approaches, and being able to work effectively in a global context. It involves a willingness to learn from and collaborate with individuals from diverse cultural backgrounds. Cross-Cultural Teams: Managing teams that are composed of members from different cultures requires special attention. This may involve team-building activities, clear communication channels, and the establishment of common goals and expectations. Legal and Ethical Considerations: Cross-cultural management also involves being aware of and compliant with legal and ethical standards in different cultural contexts. This includes understanding labor laws, human rights, and business practices in different regions. Effective cross-cultural management can lead to a more inclusive and productive work environment, increased creativity and innovation, and improved relationships with clients and partners from different parts of the world. It also helps organizations tap into the diverse perspectives and talents of their workforce, which can lead to competitive advantages in today's global business landscape. Cross-cultural management research holds profound significance in today's interconnected global economy. As businesses expand their operations across borders, the ability to navigate cultural diversity becomes paramount. This research sheds light on the intricacies of managing teams with varying cultural backgrounds, addressing communication nuances, and understanding diverse work ethics. It equips leaders and organizations with the insights and tools necessary to harness the strengths of multicultural teams, mitigate conflicts, and foster a collaborative and inclusive work environment. Moreover, cross-cultural management research aids in crafting effective market entry strategies, ensuring compliance with diverse legal frameworks, and building a positive organizational reputation on the global stage. Ultimately, its impact resonates in improved performance, enhanced innovation, and sustained success in an ever-evolving international business landscape. the Rank using the DEMATEL for Cross-Cultural Management. Global Mindset is got the first rank whereas is the Cross-Cultural Teams is having the Lowest rank.

BackgroundIncreasing social pluralism adds to the already existing variety of heterogeneous moral perspectives on good care, health, and quality of life. Pluralism in social identities is also connected to health and care disparities for minoritized patient (i.e. care receiver) populations, and to specific diversity-related moral challenges of healthcare professionals and organizations that aim to deliver diversity-responsive care in an inclusive work environment. Clinical ethics support (CES) services and instruments may help with adequately responding to these diversity-related moral challenges. However, although various CES instruments exist to support healthcare professionals with dealing well with morally challenging situations in healthcare, current tools do not address challenges specifically related to moral pluralism and intersectional aspects of diversity and social justice issues. This article describes the content and developmental process of a novel CES instrument called the Diversity Compass. This instrument was designed with and for healthcare professionals to dialogically address and reflect on moral challenges related to intersectional aspects of diversity and social justice issues that they experience in daily practice.MethodsWe used a participatory development design to develop the Diversity Compass at a large long-term care organization in a major city in the Netherlands. Over a period of thirteen months, we conducted seven focus groups with healthcare professionals and peer-experts, carried out five expert interviews, and facilitated four meetings with a community of practice consisting of various healthcare professionals who developed and tested preliminary versions of the instrument throughout three cycles of iterative co-creation.ResultsThe Diversity Compass is a practical, dialogical CES instrument that is designed as a small booklet and includes an eight-step deliberation method, as well as a guideline with seven recommendations to support professionals with engaging in dialogue when they are confronted with diversity-related moral challenges. The seven recommendations are key components in working toward creating an inclusive and safe space for dialogue to occur.ConclusionsThe Diversity Compass seeks to support healthcare professionals and organizations in their efforts to facilitate awareness, moral learning and joint reflection on moral challenges related to diversity and social justice issues. It is the first dialogical CES instrument that specifically acknowledges the role of social location in shaping moral perspectives or experiences with systemic injustices. However, to make healthcare more just, an instrument like the Diversity Compass is not enough on its own. In addition to the Diversity Compass, a systemic and structural approach to social justice issues in healthcare organizations is needed in order to foster a more inclusive, safe and diversity-responsive care and work environment in health care organizations.

Diversity management practices are deliberate tactics, guidelines and programs that organizations implement to successfully manage employee diversity and foster inclusive work environments. Inclusive work environment is essential for developing diversity and equality at workplace where employees of different gender, age, race and backgrounds feel valued and respected. In order to better understand how diversity management practices, affect inclusive work climate, this study aims to find association between diversity management practices and inclusive work environment for employees working in IT and banking sectors. Respondents were chosen by convenience sampling and the instrument used for data collection was the questionnaire. The survey was methodical in nature asking participants to select the option that best reflected their response to each of the questions on a 5-point Likert scale. 241 completed questionnaires out of the 350 that were distributed were returned by respondents and included for data analysis. We used PLS-SEM and SPS for the data analysis. The hypothesis was accepted and significant positive association was found between diversity management practices and inclusive work environment. Trainings for enhancing awareness about diversity are essential for fostering an inclusive work environment that will promote equal employment opportunities, career growth and developmental opportunities and recognition and appreciation for employees of different gender, age and backgrounds.

Organizations play an essential role in fostering a diverse and inclusive work environment. Despite attempts to encourage gender diversity in the workplace, the construction industry in Australia remains one of the most male-dominated industries. Existing research tends to focus on identifying barriers to gender equality and women’s career development, with limited exploration of organizations’ current initiative implementation. To fill this research gap, this study aims to examine how organizations implement initiatives affecting gender equality and women’s career development in the Australian construction industry. This study applied the women’s empowerment framework and conducted a thematic analysis of diversity, inclusion, and equality policies, strategies, action plans, corporate reports, annual reports, and websites within the context of gender equality and women’s career development in construction companies. Through a comprehensive analysis, the study identifies prevalent practices and initiatives related to gender equality initiatives in the construction industry, synthesizing them into six themes: flexible working arrangements, inclusive and anti-discriminatory culture, promoting career development, recruitment, and promotion, shared caring responsibility, and strategic commitments. The findings also revealed areas for improvement, giving recommendations on how to further empower women in the construction industry through enhanced gender diversity initiatives. This study sheds light on the current state of gender diversity and inclusion efforts within construction companies and provides practical recommendations for policymakers, industry stakeholders, and organizational leaders who seek to foster more inclusive and equitable work environments.

Inclusive work environments as a pathway to an engaged child welfare workforce that intends to stay

An inclusive work environment is crucial in enhancing the workforce well-being and organizational performance. The research in this paper conducted by the researcher is a critical analysis of some kind of challenges and solutions for management facing towards an inclusive work environment completely implemented I out there. The effectiveness of various policies and strategic steps in achieving inclusivity is assessed from a human resource management perspective by the researcher. The author reviews in Ms the different paths designed from an analysis of scientific approaches implemented in various sectors and institutions, details how legal regulations made these programs more challenging to include. The results of this study suggest that significant institutional biases are omnipresent, there remains a paucity of conceptual understanding and minimal adequate training in HR but also indicates opportunities to overcome these barriers. These findings suggest that some organizational policies may be inadvertently breeding subtle forms of discrimination while keeping in place continuining biases, which are harmful for particular groups as our societies converge toward artificial intelligence-led recruitment. Therefore, the method should not be one-size-fits-all there are different strategic approaches which can help create sustainable and lasting changes in building a truly inclusive work environment.

One of the most enduring issues facing public administration and public policy is discrimination against and exclusion of lesbian, gay, bisexual, and transgender (LGBT) employees in the public workplace. Research on how inclusion management influences LGBT public servants’ work outcomes is limited. The US Office of Personnel Management (OPM) synthesized a construct of integrated inclusive work environment consisting of five practices thought to be important for public employee work outcomes. Social exchange theory is used in this paper to theorize about the effects of these different inclusive work environment practices on LGBT employee job satisfaction and organizational (affective) commitment. An inclusive work environment approach was found to have a positive effect on LGBT employee job satisfaction and affective commitment in federal government staff in the USA. However, individual inclusive work environment practices varied in their effects on LGBT employee job satisfaction and affective commitment.

The aim of this study was to investigate the transition of employees with intellectual disabilities to inclusive work environments from sheltered workplaces. The study was conducted in a sheltered workplace in Turkey for people with intellectual disabilities. Data was collected from 71 participants in interviews. Interviews were conducted with employees (n = 28), families of employees (n = 24), company human resource managers (n = 8), sheltered workshop foremen (n = 7), and special education teachers (n = 4). The study group asked about the future of the sheltered workplace and participants' views on transition to inclusive work environments. The answers of the participants were analysed using thematic analysis. Findings showed that many participants had positive views about transition along with concerns about accidents and security problems that may occur in inclusive environments. It was observed that negative attitudes and views were related with lack of knowledge about inclusive work environment conditions.

Worker Cooperatives have emerged as integral to political-economic development proposals in various jurisdictions across the U.S. in recent years. We connect these proposals to extant empirical research on the effect of participation in the workplace on conventional civic and political participation. And we suggest how commonalities in the work of Amartya Sen and Elinor Ostrom afford theoretical resources for designing and assessing such policy initiatives.

The chapter titled "Workforce Diversity: A Key to Improving Productivity" delves into the pivotal role that diversity within the workforce plays in enhancing organizational productivity. In the rapidly evolving global business landscape, organizations are recognizing the profound impact that a diverse team can have on innovation, creativity, and overall performance. This abstract provides a concise overview of the chapter's key themes and insights. The chapter commences by elucidating the benefits of workforce diversity, emphasizing how the convergence of varied backgrounds, experiences, and perspectives contributes to a multifaceted skill set within the team. It explores the correlation between diverse perspectives and heightened creativity, shedding light on how an inclusive work environment can lead to groundbreaking products and services. Furthermore, the chapter highlights the resonance between diverse workforces and effectively understanding and serving diverse customer bases, thereby fostering a competitive advantage in the global market. An inclusive work environment is portrayed as the indispensable catalyst for fully unlocking the potential of workforce diversity. The chapter underscores the importance of creating a workplace where all employees feel valued, respected, and empowered. Initiatives such as open communication channels, training on unconscious bias, and equitable career advancement opportunities are outlined as essential components of such an environme

Legislation related to social inclusion in the workplace varies from country to country and may encompass a range of laws, regulations, and policies aimed at promoting diversity, equity, and inclusion. While I cannot provide a comprehensive overview of every country's legislation, I can highlight some common legislative aspects and international conventions that address social inclusion in the workplace: <b>• Anti-discrimination Laws:</b> Many countries have laws that prohibit discrimination in the workplace based on factors such as race, ethnicity, gender, religion, age, disability, sexual orientation, and gender identity. These laws ensure equal opportunities for all individuals and promote a diverse and inclusive work environment. <b>• Equal Employment Opportunity (EEO) Legislation:</b> EEO laws aim to ensure that all individuals have an equal chance of employment and advancement in the workplace, regardless of their background or characteristics. These laws often require employers to implement non-discriminatory hiring and promotion practices and provide reasonable accommodations for employees with disabilities. <b>• Affirmative Action Policies:</b> Some countries have affirmative action policies or quotas that require employers to actively promote diversity and inclusion by hiring and promoting individuals from underrepresented groups. These policies aim to address historical inequalities and promote social inclusion in the workforce. <b>• Workplace Accessibility Standards:</b> Legislation may require employers to make their workplaces accessible to individuals with disabilities, including providing accommodations such as wheelchair ramps, accessible restrooms, and assistive technologies. These standards ensure that all employees can fully participate in the workplace and perform their job duties.<b>• International Conventions: </b>Several international conventions and treaties address issues related to social inclusion in the workplace, including the International Labour Organization (ILO) conventions, (Fig. 1) the United Nations Convention on the Rights of Persons with Disabilities (CRPD), and the Convention on the Elimination of All Forms of Discrimination against Women (CEDAW). These conventions set forth principles and guidelines for promoting equality and non-discrimination in employment.<b>• Corporate Social Responsibility (CSR) Guidelines:</b> While not legislative in nature, CSR guidelines and frameworks encourage businesses to adopt inclusive practices and promote social inclusion in the workplace voluntarily. Many companies incorporate diversity and inclusion initiatives into their CSR strategies to demonstrate their commitment to social responsibility.It is essential for employers to be aware of and comply with relevant legislation and international conventions to create an inclusive workplace where all employees feel valued, respected, and empowered to contribute to their fullest potential. Additionally, ongoing efforts to promote diversity, equity, and inclusion through training, awarenessraising, and organizational policies can complement legislative measures and contribute to a more inclusive work environment.

With growing demands to improve public service delivery, public employees are under increasing pressure. To examine how organisational pressures and culture impact performance, we build on the happy-productive worker thesis and examine the influence of deficiencies in wellbeing (i.e., stress and burnout) and inclusive working environment (i.e., discrimination, harassment, and bullying) on the effectiveness of public sector organisations. Using survey data from Australia’s public sector (n = 117,263), we found that stress, burnout, discrimination, harassment, and bullying significantly worsen the effectiveness of public organisations. The results show that failures in wellbeing and inclusion come at the expense of organisational effectiveness.

Young Women of Geoscience (YWOG) is a group of young professionals (PhDs, postdocs, assistant professors and supporting staff) at Utrecht University with the aim to inspire, connect and support women and historically underrepresented groups in the field of geosciences, by creating an equal and inclusive working environment. We do this by opening up conversations and creating a safe and positive space for discussion. Now in our seventh year, the committee has established itself as a constant and stable presence within the faculty with regular events and initiatives that can easily be organized from our reputable base. Our regular events consist of meet-and-greet sessions with senior staff members, that are well-attended by a variety of colleagues, which result in inspiring conversations. Additionally, book give-aways combined with book discussions are a recurring event, where books on diversity, inclusions and climate change are used to open conversations. These events often engage individuals who may not have initially identified with the committee's target audience, but afterwards their interest was sparked. In recent years we also organized successful events due to requests from staff members. Parenting during COVID was a successful online event with a panel discussion consisting of colleagues sharing tips and struggles. Additionally, this year we organized an event on pronouns, reaching a wide audience, from PhDs to supporting staff, professors and the faculty dean. It was also this session, with informative presentations and lively discussion, that led to immediate action from higher level staff on practical matters concerning pronouns in the workplace. Our experience highlights the importance of a bottom-up approach in instigating meaningful change. The pronouns event is a prime example of this, opening the eyes of many attendees and making people feel the urgency for action. The event stemmed from a need within the faculty. However, to be able to organize such an event there must be a platform to do so. We have the opportunity to organize many events helped by funding through an Equality, Diversity and Inclusion (EDI) scheme and an internal award won by the committee. We aim to continue with the regular events like the meet-and-greets and book shares, and hope to organize more events that are based on the needs in the faculty to open conversations. YWOG's experience demonstrates the efficacy of a bottom-up approach, emphasizing the importance of diverse perspectives in fostering substantial changes toward a more inclusive working environment. The committee looks forward to sharing its experiences, connecting with other faculties and universities, and inspiring collective efforts to promote diversity and inclusion within geosciences.