Human Resource Diversity Research Articles

The Measure of the System of Preparing and Employing Human Resources for People with Disabilities "A Comparative Study between the United Arab Emirates / Jordan / Egypt"

The study aims to activate the system of preparing and employing human resources with disabilities in Jordan, Egypt, and the UAE, to achieve several goals: Identify the most important rights of persons with disabilities under the aforementioned United Nations Convention, presents and discusses the most important problems of diversity management in administrative organizations, especially public ones, study and analysis of the legal and regulatory frameworks for the employment of persons with disabilities in the three comparable countries. The method adopted a content analysis that is consistent with the research method and the comparative method in Jordan, the UAE, and Egypt. The results of the study concluded: There is a link between poverty and disability, and this requires taking care of people with needs to enhance the ability of societies to sustain themselves, diversity of options enhances the successful management of human resources for persons with disabilities, and the senior management and human resources management requires the inclusion of persons with disabilities within the institutions through training and qualifying them to carry out the functions assigned to them and to reach fruitful results. The study recommended spreading awareness and societal culture calling for changing the negative perception of the disabled, providing suitable job opportunities for people with disabilities, overcoming the obstacles surrounding them in the various fields of work, and adopting an integrative strategy to manage diversity in state institutions to ensure the achievement of difference and diversity in human resources.

Desa Pancasila: The Implementation of Gotong Royong Values as Social Capital in Indonesia

Desa Pancasila is one the models to mainstream Pancasila as the national value of Indonesia. The research aimed to describe and analyze Desa Pancasila as a strategy to implement Pancasila at village level. The research design used a qualitative descriptive and literature review. Data were collected through observation, interviews, documentation, and literature review. The results showed that the community’s potential with the diversity of natural resources, human resources and cultural resources could support the implementation of Pancasila national values. Local actors (local government, community leaders, and youth groups) have a significant role in implementing national values. The collaboration of local actors is in-depth dialogue, sharing vision, building trust, building commitment, and sharing knowledge. The obstacles occurred because of the globalization process and the lack of community participation. We argue that three possible solutions to overcome these problems: (1) to put the community leaders as facilitators to implement the national values; (2) to build awareness of the communities about the nation and state through joint movements to build national insight; and (3) to make a regular interactive dialogue between local leaders and the community related to the implementation of national values.

Diversity Management in Management Studies – Theoretical Discussion

Abstract Objective: The aim of this article is to attempt to present theoretical considerations towards the concept of diversity management from the perspective of its location in the discipline of management and quality sciences. As the concept of diversity management lacks a strict demarcation between related disciplines, such as economics, psychology, sociology or even biology and cultural anthropology, it should be noted that the specification of paradigms is not closed, and further paradigms, micro-paradigms or mega-paradigms may emerge over time. Methodology: the research method adopted in the article is literature analysis and inference. Findings: The approach presented, which points to the permanent development of alternative paradigms and cognitive perspectives in the discipline of management and quality sciences, is a confirmation that these ‘sciences’ are not ‘impregnated’ against change and are de facto changing. Value Added: Consideration of the issue of human capital diversity in organisations and its management has been carried out for many years in the literature, which is characterised by a diversity of definitions and perceptions. It is therefore worth presenting, a cross-cutting historical perspective on the phenomenon of human resource diversity in organisations in the discipline of management and quality sciences. Recommendations: Diversity management should be defined in the broadest possible way, understanding it as the systematic efforts of an organisation to involve the diversity of its human resources in its activities and to treat it as a strategic advantage. Such a conclusion prejudges the need for further research in relation to the concept of diversity management.

Developing Leaders for Disruptive Change: An Inclusive Leadership Approach

Problem Across all sectors, leadership decision-makers question how to professionally develop leaders who foster cohesive, collaborative, and high performing workforce environments in diverse organizations. They doubt the efficacy of traditional leadership development modalities when confronted by unpredictable emerging workforce and workplace challenges. Solution The article’s conceptual framework is centered on the premise that the best interaction between leader and led in diverse organizations is inclusive leadership. Leaders who deliberately role model inclusive leadership behaviors create a culture where everyone works to their full potential, stimulate learning organizations, and catalyze workforce relationships towards achieving strategic goals. Stakeholders This article is ideal for Human Resources, Human Resource Development, Organizational Development, and Diversity, Equity, Inclusion, and Accessibility professionals, trainers, facilitators, consultants, practitioners, change agents and leaders. It may be helpful in generating ideas and practices for developing interventions catalyzing inclusive practices among leaders and workforce members.

Diversity Management in Some Japanese Companies – A New Way to Strengthen Japanese Enterpises’ Competitiveness

The article analyses the situation of enhancing diversity in human resources in some Japanese enterprises implementing diversity management. In 2012, Japan’s Ministry of Economy, Trade, and Industry officially launched Diversity Management Selection 100-Collection of Best Practices. In particular, Diversity Management is a strategy for enterprises to utilize their human resources required for building competitive advantages in a market environment or a technology structure. This research finds that the concept of diversity in human resources of Japanese enterprises is quite diverse but mainly revolves around four main aspects: gender (female labor), age (senior labor), disability (people with disabilities), nationality (foreign labor). Secondly, in terms of diversification of employees, the Japanese enterprises focus on following priority order: female workers, disabled workers, elderly workers, and foreign workers. This is reflected in the number of programs promoting each type of worker as well as the number of businesses committed to creating favorable conditions for workers in Japan. Thirdly, increasing diversity in human resources not only changes corporate culture but also enhances corporate image domestically and globally. Therefore, diversity management is a new way to strengthen Japanese enterprises' competitiveness.

Scrutinizing Creative Economic Development at Cimahi Technopark: An Agile Governance Perspective

The shift in economic orientation from manufacturing to a creative economy provides new potential for improving the national economy. Indonesia has the opportunity and potential to develop a creative economy, particularly given its cultural diversity and abundance of human resources. In order to seize these opportunities, the City Government of Cimahi created the Cimahi Technopark through Perwal No.14 of 2018 concerning Cimahi Technopark as a Science and Technology Area, in the context of utilizing human resources to provide solutions for the limited availability of natural resources. The research objective was to analyze the implementation of agile governance at Cimahi Technopark in developing the creative economy. This was descriptive research utilizing qualitative methods. Data were collected using structured interviews, a literature review and unstructured observations in the research location. The results showed that Cimahi Technopark reflected the concept of agile government, even though there were some deficiencies in its implementation.
 Keywords: agile governance, local government, creative economy, citizen empowerment, Cimahi Technopark

Clinical validation of a multiplex PCR-based detection assay using saliva or nasopharyngeal samples for SARS-Cov-2, influenza A and B

The COVID-19 pandemic has resulted in significant diversion of human and material resources to COVID-19 diagnostics, to the extent that influenza viruses and co-infection in COVID-19 patients remains undocumented and pose serious public-health consequences. We optimized and validated a highly sensitive RT-PCR based multiplex-assay for the detection of SARS-CoV-2, influenza A and B viruses in a single-test. This study evaluated clinical specimens (n = 1411), 1019 saliva and 392 nasopharyngeal swab (NPS), tested using two-assays: FDA-EUA approved SARS-CoV-2 assay that targets N and ORF1ab gene, and the PKamp-RT-PCR based assay that targets SARS-CoV-2, influenza viruses A and B. Of the 1019 saliva samples, 17.0% (174/1019) tested positive for SARS-CoV-2 using either assay. The detection rate for SARS-CoV-2 was higher with the multiplex assay compared to SARS-specific assay [91.9% (160/174) vs. 87.9% (153/174)], respectively. Of the 392 NPS samples, 10.4% (41/392) tested positive for SARS-CoV-2 using either assay. The detection rate for SARS-CoV-2 was higher with the multiplex assay compared to SARS-specific assay [97.5% (40/41) vs. 92.1% (39/41)], respectively. This study presents clinical validation of a multiplex-PCR assay for testing SARS-CoV-2, influenza A and B viruses, using NPS and saliva samples, and demonstrates the feasibility of implementing the assay without disrupting the existing laboratory workflow.

The Impact of Diversity of Human Resources to achieve Strategic Flexibility in the Jordanian Islamic Bank: أثر تنوع الموارد البشرية في تحقيق المرونة الاستراتيجية في البنك الإسلامي الأردني

The main objective of this study was to identify the impact of Diversity of Human Resources on Strategic Flexibility of the Jordanian Islamic Bank. The study included two variables: Diversity of Human Resources in all its dimensions (gender, age, educational, experenance) as an independent variable and strategic flexibility in all its dimensions (Market Flexibility, Human Resources Flexibility, Production Flexibility) as a dependent variable. The study assumed that there is no relationship between Diversity of Human Resources and strategic flexibility, in order to achieve the objectives of the study, the researcher relied in preparing his study on the descriptive- analytical approach, in addition to using the questionnaire as a main tool and method for data collection. With the use of SPSS V23 statistical software for data analysis. the researcher chose a simple random sample of 335 employees. Through analyzing the data, the researcher reached several important results, the most prominent of which are: There is a significant relationship between the role of Diversity of Human Resources on Strategic Flexibility in all its dimensions (Market Flexibility, Human Resources Flexibility, Production Flexibility) In the Jordanian Islamic Bank, the overall average answers for the workers on Diversity of Human Resources comes medium, with an arithmetic average (3.60), while Strategic Flexibility was come high with an arithmetic average (3.72). Based on the findings of the study, the Study recommends several recommendations, the most important of which are: should be continue practicing the strategic flexibility in the Jordanian Islamic Bank, in a way that makes it able to accommodate the environmental changes and the market, then dealing with them.

Human Resource Management and Diversity Management. Some Emerging Evidence about the Effects on Organizational Performance

Abstract The study aims to analyse the role assumed by diversity in organization and its dynamics consequences for the Human Resource Management. In this regard, a focus on gender diversity and is effect on organizational performance is empirically investigated. The literature on International Human Resource Management has constantly dealt with, both from a theoretical and managerial perspectives, the opportunities for enterprises to gain from the emergent diversity in organization, improving their performance. Based on a sample of 636 Italian firms over the period 2010–2020, the findings show that gender diversity – as critical element of the diversity management – significantly influences the firm performance measured by firm innovation. JEL classification numbers: O30, O32. Keywords: Human Resource Management, Diversity management, Gender diversity, Firm performance, Italy.

The role of positive psychological capital in softening the relationship between workplace boycott and job engagement: an analytical study

The role of positive psychological capital in softening the relationship between workplace boycott and job engagement: an analytical study

To Question the exemplarity of the human resources diversity policy of associations: The case of inserting people with disabilities into the labor market

To Question the exemplarity of the human resources diversity policy of associations: The case of inserting people with disabilities into the labor market

PENGEMBANGAN KOTA KREATIF DI KOTA BAUBAU

The development of a creative city can not be separated from the potential of the diversity of cultural, artistic and human resources derived from the value of exchange rates can encourage the expansion of insight and creativity. In terms of development, the creative city can be further enabled through the reshaping of the city (reshape the design of the city in terms of development, improvement, community participation), presents a view of urban (provide physical intervention and view inspiring), the marriage of the old and new (the goal is to decorate an attractive city and as a city that attracts and as a landmark and as a city (also). The activity of the Master Plan for the development of Creative Cities in Baubau detained for 2 months of October until 2020 December. The Masterplan has been set up guide, direction, policy, and the things that draws on the development of creative cities in Baubau will be adjusted and aligned with the RPJMD and plan the construction of the other in Baubau. The identification of the conditions and characteristics of the creative economy is done by determining the respondents were participants from each sub-sector of the creative economy in Baubau. The results of the determination of the results of the respondents as many as 143 respondents were divided into 11 sub-sectors of the creative economy in Baubau covering fashion, culinary art, handicrafts, and others (Architecture, Design, App, Design, Design, Film, interior, and music).

Exploring the Role of Diversity Management During Early Internationalizing Firms’ Internationalization Process

Despite their rapid internationalization, early internationalizing firms (EIFs) struggle to sustain their growth over time. Among the factors influencing their internationalization process, the diversity of human resources, and particularly its management, has yet to be studied. Building on different perspectives of diversity management, through the lens of the resource-based view, this study explores the role of diversity management during EIFs’ internationalization process. The results of a multiple-case, qualitative study of French EIFs show that prevailing perspectives on diversity management within EIFs change with the nature of diversity as a resource (strategic, ordinary, or negative), with different influences on the firms’ progress along the phases of the internationalization process. The findings highlight the importance of adopting a learning perspective on managing diversity, including specific management practices, during the transition between the entry and post-entry phases of EIFs’ internationalization process. This study thus suggests several propositions and theoretical contributions, along with managerial recommendations.

Toward a broader understanding of career shocks: Exploring interdisciplinary connections with research on job search, human resource management, entrepreneurship, and diversity

Career shocks have become an increasingly important part of current careers scholarship. In this article, we focus on the role of career shocks in career choice, career development, and career adaptation by exploring interdisciplinary connections with the domains of: (1) job search, (2) human resource management, (3) entrepreneurship, and (4) diversity. Specifically, we argue that a self-regulated job search process is likely often triggered by a career shock, yet could also trigger career shocks in its own right. We also note that employees' perceptions of the HR practices in their company are likely influenced by career shocks, and that the chance of employees to return to their employer in the future (i.e., boomerang employment) is affected by the occurrence of positive or negative shocks. Furthermore, there are ample opportunities to study how career shocks may trigger transitions between paid employment and entrepreneurship, and the role of identity and emotions in such processes. Finally, we argue that career shocks may instigate changes in the salience of social identity or even constitute threats to social identity, thereby reflecting on how career shocks may differentially impact people belonging to different social groups. We hope that our article, in the spirit of this JVB 50-year anniversary issue's aims, will inspire scholars both within and outside of the field of career studies to better understand how career shocks may impact the way in which people work and develop their careers.

Human resource diversity management (HRDM) practices as a coping mechanism for xenophobia at transnational workplace: A case of a multi-billion-dollar economic corridor

China–Pakistan Economic Corridor (CPEC), a multibillion-dollar partnered project is considered as a game-changer, as it combines the strategic interests of China and Pakistan that cannot be comprom...

Employees’ perceptions of diversity management practices as predictors of psychological capital: A South African study

Human resource practitioners have recently been interested, especially within large corporations, in diversity management and psychological capital (commonly known as positive psychology) – making the insights from such studies inadequate and difficult to apply in other contexts such as the small business sector. With no known empirical research on these two areas of interest within small businesses, the purpose of this study was to determine the impact of perceptions of diversity management practices on psychological capital amongst employees in bed and breakfast (BB) establishments. A quantitative design, specifically a cross-sectional case study design, was adopted. Data were collected from a sample of 144 BB employees conveniently selected. The collected data were analysed using both descriptive and inferential statistics. The findings of the study showed that there is a significant and positive relationship between perceived diversity management practices and psychological capital of employees. Specifically, perceived diversity management practices in specific human resource management practices were found to influence the psychological capital of the BBs employees. Given the nature of BB establishments, in terms of attracting diverse customers, the study recommends the need of BB managers to implement appropriate and fair human resource diversity management practices in order to promote the development of psychological capital amongst employees. This study is the first of its kind to contribute to the literature on diversity management practices and psychological capital within BB establishments in a developing context.

Diversity Management During the Internationalization Process for Early Internationalizing Firms

An important body of literature has focused on the antecedents of the internationalization process for early internationalizing firms (EIFs) and few studies unraveled the potential role of human resource diversity. Drawing on diversity management literature and developing its argument with insights of the resource-based view, this study explores the role of human resource diversity management during the EIFs internationalization process. This exploratory qualitative study analyzed the internationalization process of eight French EIFs at different phases of the internationalization process and adopting different diversity management perspectives. Findings show that human resource diversity can become a strategic, ordinary or negative resource depending on the way it is managed. Three perspectives of diversity management and their contrasting effects are therefore discussed. Finally, this study highlights the importance of a transition phase between the entry to the post-entry phase during internationalization process for EIFs, especially when considering human resource diversity.

Dark Side Case: The Derailment - A Role-Playing Case of On- and Off- Duty Conduct(or)

Stephanie Katelnikoff was conductor of a CP Rail freight train loaded with lentils and fly ash when it derailed. Less than one month later, she was terminated for breach of policy on reporting injuries related to the derailment and for talking to a reporter about the derailment. She was reinstated with back pay by an arbitrator only to be terminated again less than two years later. Her employer argued the dismissal was based on comments made about CP and photos on company property, both posted to social media. The case – which is disguised – and associated notes consider employment relations, human resource management, and gender issues in managing performance, misconduct, and discipline in a male-dominated workplace. The case can be used as a problem and decision-oriented role-playing exercise, a pair of linked decisions in which students must defend what they would do: dismiss, discipline, or nothing at all. The case can also be used to examine issues such as discrimination and gender from an evaluative perspective. It examines the workplace critically, as a site of inequality and gender discrimination, as well as of oppression and harassment. Students should find this case challenging in that making decisions and recommendations require them to balance the employer’s prerogative to determine the composition of its workforce with the creation of gender-inclusive workplaces and worker rights. This case is suitable for undergraduate, graduate, and executive education in employment relations, human resource management, business ethics, gender and diversity studies, and organizational behaviour.

Developing a Curriculum on Organisation Behavior Training From an African Perspective

The title of this book is: ‘Organisational Behavior from An African perspective.’ Take a close look at the society around you. You would find the existence of several organisations. To mention a few, the business organizations that produce goods or services, hospitals, religious and social institutions like charities, schools, colleges and universities. All these organisations exist to achieve pre-determined objectives. They affect our lives in many ways. Though there are vast differences in their functioning and approaches, they all strive to achieve certain objectives. It must also be noted that organizations cannot achieve the objectives effortlessly. They are achieved through systematic effort. Several activities have to be performed in a cohesive way. In the absence of systematic and cohesive performance of the activities to achieve the objectives, it is no wonder that the resources of organisations would be underutilized. As such, it is the function of the management to facilitate the performance of activities such that the accomplishment of the objectives becomes possible. It is common to hear from managers, CEOs, engineers, and all kind of professionals that organisational behavior (OB) is a key strategic issue and a source of competitive advantages of all organisations. Indeed, issues related to organisational behavior are among the most relevant decisions that managers need to take if they want to answer proactively to the challenges faced by the organisations. Having an MBA can be the answer. However, due to time and money constraints, not always these professionals are able to obtain a MBA. Not only the time and schedule needed to obtain the MBA are not compatible with their professional availability, but also the prices established by the most reputable business schools are not accessible to these professionals. Conscious of this reality, the authors of this book, have developed through this volume, a curriculum of subjects usually presented in an MBA programme, focusing on challenges managers face in their daily activities. The emphasis in this book are subjects related to strategic and operational human resource management, organisational behavior, equal opportunities and diversity management. Based on the core subjects presented in this book, everyone interested will be able to obtain the necessary knowledge that can be applied as a whole to a variety of real-world business situations. We thank all our colleagues who went through the first draft of the book. Dr Emmanuel Innocents Edoun of the Johannesburg University and Tshwane University of Technology in Pretoria, Dr Polycarpe Feussi of the Johannesburg University in South Africa, Dr Lawrence Kok from the Vaal University of Technology in South Africa, and Dr Florence Nisabwe from the Foundation Lance d’Afrique Burundi were valuable assets during the write-up. We thank them all!

A Study on Influence of Workforce Diversity on Team Performance

Diversity has different meaning as per different individuals. There is not a specific definition for diversity. Diversity can be of gender, caste, creed, age, socio economic, regional, physical disability, ethnicity, language, attitude, color etc. Human resource department plays a vital role in managing the diversity. In today scenario, it’s the need of the hour to procure the talent in the organizations by providing equal opportunities to diverse workforce who results in achieving organizational objectives effectively and efficiently. This research is not new to the research world but always come up with new results. The core concern studied by the researcher is to analyze the influence of human resource diversity on team performance. The researcher has gathered the information on workforce diversity by empirical research. The researcher has gathered the raw data by interacting with employees of different organizations of IT industry in Delhi and NCR. Workforce diversity effect the work culture which influence the team performance. The organization’s that support and value the diversity prosper fast and improves the employee’s productivity.