scholarly journals WORK FORCE DIVERSITY MANAGEMENT - CHALLENGES AND OPPORTUNITIES

2015 ◽  
Vol 1 (3) ◽  
pp. 225-236
Author(s):  
Hima Bindu P
Keyword(s):  
Work Force ◽  
Diversity Management ◽  
Challenges And Opportunities

Managing Work force Diversity: Key Successful factors

2021 ◽  
Vol 1 ◽  
pp. 76-86
Author(s):  
Basu Dev Lamichhane
Keyword(s):  
Organizational Change ◽  
Problem Solving ◽  
Human Resources ◽  
Work Force ◽  
Diversity Management ◽  
Workforce Diversity ◽  
Effective Management ◽  
New Thinking ◽  
New Ideas ◽  
Diversity Effects

Human capital is an important asset for any organization. Physical and capital resource can be mobilized properly through human resources. Physical and capital resources by themselves cannot improve efficiency or contribute to increased rate of return on investment. The efficiency of capital and physical resource can be achieved through combined efforts of human resources. This paper is descriptive design. The study tackled areas of workforce diversity effects on diversity of performance of employees and how workforce diversity can be managed to the positive outcomes of an organization. Workforce diversity is combination of different caste, gender, age, attitude, religion, ability, skills, region, perception, race, sex, experience and cultural differences. It is the differences and similarities between the employees of any organization. It is the process of bringing verity of people in the same workplace. Effective management of diversity recognizes that people from different backgrounds, culture and experience can bring new ideas to the workplace. Workforce diversity leads an organization in to creativity, innovation, able to retain talent workforce, energize people and boosts them and reduced grievances. Workforce diversity promotes creativity, innovative problem solving, productivity and increase cultural diversity, increase in enterepreneural behavior and values within employees. Diversity management emphasizes on building specific skills, creating policies and drafting practices that get the best from every workers. So, diversified workforce provides various advantages to organization (i.e. creativity, change adoption, problem solving, new thinking and thought, flexible adoption to organizational change and beliefs). The study reveals that there is a positive correlation between good workforce diversity and organizational change.

scholarly journals Women Entrepreneurship of Sylhet City, Bangladesh: Challenges & Opportunities

2018 ◽  
Vol 5 (3) ◽  
pp. 17
Author(s):  
Md. Julhas Miah ◽  
Md. Shahin Alam Khan ◽  
Omar Faruk Misto ◽  
Md. Rezaul Karim
Keyword(s):  
Work Force ◽  
Business Organizations ◽  
Huge Number ◽  
High Interest Rate ◽  
Women Entrepreneurship ◽  
Self Identity ◽  
The Past ◽  
Challenges And Opportunities ◽  
Proper Training ◽  
The Government

The main purpose of this research is to find out the challenges and opportunities that most of the women specifically those who are entrepreneurs are facing these challenges in Sylhet area, Bangladesh. This report mainly depends on some documents and some practical observations. Women Entrepreneurship is a very essential turning point for the betterment of the women. Unlike the past, women today are no longer confined in the kitchen. They have raised their voice against conservative social outlook. Now women are entering into work force which is providing them a self-identity and right to participate in family decisional affairs. In Sylhet a huge number of women are also having various types of business organizations. The women those who are entrepreneurs of Sylhet, almost 35% are engaged in boutique businesses. There are some other businesses performed by them such as fashion house and cloth store, tailor, parlor, training center etc. Most of them have to maintain their family works despite having a business. But here they are not free from problems. The traditionalism of society, high interest rate of loan, lack of proper training facilities are the main barriers in the smoothness of business. Here every women entrepreneurs recommends that the Government should take necessary effective steps in (providing training, low rate of interest in taking loan etc.) this regard, as it is a very potential way to develop the country.

Emerging Technology Trends and Implications for Diversity Management

2014 ◽  
pp. 1419-1432
Author(s):  
Mike A. Guest ◽  
Elizabeth Culhane ◽  
Daniel P. McDonald
Keyword(s):  
Emerging Technologies ◽  
Parallel Evolution ◽  
Cost Effective ◽  
Diversity Management ◽  
3 Dimensional ◽  
Current State ◽  
Efficient Communication ◽  
The World ◽  
Challenges And Opportunities ◽  
Rapid Pace

The rapid pace of globalization around the world is associated with profound changes to how individuals and organizations communicate. Emerging technologies and applications in recent years, such as social networks and virtual workspace tools, are dramatically opening communication, collaboration, and learning opportunities. Such technologies provide a platform for efficient communication among individuals around the world. In parallel, evolution of simulation technologies (e.g., Virtual Environments [VE] and online gaming) over the last decade has resulted in cost-effective, widely-accessible interactive environments that provide rich user experiences (e.g., 3-dimensional). These technology developments represent significant changes in the way that individuals interact with one another, and bring new challenges and opportunities for diversity management. This chapter discusses the current state of emerging technologies and implications for diversity management.

Socioeconomic Trends: Broadening the Diversity Ecosystem

2013 ◽  
Author(s):  
Michàlle E. Mor Barak ◽  
Dnika J. Travis
Keyword(s):  
Life Expectancy ◽  
Statistical Data ◽  
Diversity Management ◽  
Organizational Outcomes ◽  
Individual Group ◽  
Future Directions ◽  
Global Diversity ◽  
Global Workforce ◽  
Challenges And Opportunities ◽  
Educational Gaps

Socioeconomic trends, such as worker and employer migration, increased life expectancy, and educational gaps, continue to magnify the numbers and kinds of people who work together in organizations. This chapter identifies 10 major socioeconomic trends affecting today’s global workforce and reviews statistical data and research related to the effects of these trends on individual, group, and organizational outcomes. The authors examine the challenges and opportunities embedded in broadening the diversity ecosystem and offer future directions for research. Based on these socioeconomic trends, the authors conclude with a vision of inclusion for global diversity management.

scholarly journals Innovation Challenges and Opportunities in European Rural SMEs

2019 ◽  
Vol 18 (1) ◽  
pp. 152-166 ◽  
Author(s):  
Inga Uvarova ◽  
Alise Vitola
Keyword(s):  
Relevant Literature ◽  
Work Force ◽  
Sales Promotion ◽  
Policy Recommendations ◽  
Support Measures ◽  
Adoption Of Innovation ◽  
Challenges And Opportunities ◽  
Support Programmes ◽  
Innovation Support ◽  
And Training

Adoption of innovation plays a crucial role in the transformation of the countryside towards a knowledge economy. However, rural SMEs experience various obstacles that hinder the adoption of innovation. The aim of this paper is to identify the main challenges and opportunities for the introduction of innovation in rural SMEs. The evidence is drawn from relevant literature and stakeholder discussions covering six European countries (Bulgaria Czech Republic, Hungary, Italy, Latvia and Slovenia). The main challenges in adopting innovation in rural SMEs are shortcomings in the environment for innovation, inappropriate innovation policies and support measures, lack of knowledge and skills within companies, difficulties to hire a new skilled work force and low competitiveness compared to urban counterparts. Consequently, policy recommendations are proposed for promoting innovation in rural SMEs by focusing on cooperation and networking, information and training, innovation support programmes, marketing and sales promotion and availability of workforce. DOI: http://dx.doi.org/10.5755/j01.ppaa.18.1.23134

scholarly journals Fostering equitable access to quality preschool education in India: challenges and opportunities

2021 ◽  
Vol 15 (1) ◽  
Author(s):  
Nirmala Rao ◽  
Namita Ranganathan ◽  
Ravneet Kaur ◽  
Rashi Mukhopadhayay
Keyword(s):  
Early Childhood ◽  
Preschool Education ◽  
Work Force ◽  
Equitable Access ◽  
Early Childhood Care ◽  
Childhood Care ◽  
National Quality ◽  
Challenges And Opportunities ◽  
National Educational Policy ◽  
Education In India

AbstractThis paper focuses on the provision of center-based preschool education for children ranging in age from 3 to 6 years in India. It estimates access rates to various services and highlights issues related to equitable access to preschool services and the quality of preschool education. While India has made great strides in improving access to preschool education, numerous challenges have to be addressed to enhance its quality. The National Educational Policy 2020 and the country’s commitment to meet UN Sustainable Development Goal Target 4.2 by 2030 and ensure that all girls and boys have access to quality pre-primary education provide opportunities to ensure equitable access to quality preschool education. Central to meeting national targets is the enforcement of the National Quality Standards for Early Childhood Care and Education. Further, increased budget allocations to preschool education, prioritizing professional preparation of the early childhood work force and harnessing technology to monitor government programs have considerable potential to enhance the early childhood system.

scholarly journals Monitoring AI progress for corporate governance

2020 ◽  
Vol 9 (1) ◽  
pp. 8-17
Author(s):  
Hugh Grove ◽  
Mac Clouse ◽  
Laura Schaffner ◽  
Tracy Xu
Keyword(s):  
Corporate Governance ◽  
Boards Of Directors ◽  
Global Economy ◽  
Research Question ◽  
Work Force ◽  
Quantum Computers ◽  
Main Research ◽  
Challenges And Opportunities ◽  
High Degree ◽  
Rapid Transformation

Artificial Intelligence technologies are predicted to contribute up to $16 trillion to the global economy by 2030. This rapid increase in AI development will have tremendous significance for all the major players for effective corporate governance and national leadership: boards of directors, owners, regulators, legislators, and the national public interest. While AI is believed to increase both the productivity and competitive advantage, it will lead to rapid transformation in the work force and evolve with a high degree of uncertainty. To facilitate the survival of public and other corporations and entities, all these major players should closely monitor the progress and pay attention to major trends in AI. The main research question of this paper is what are the key threats, challenges, and opportunities of AI. Major threats are the replacement of human activity with AI activity, which may not be able to be controlled by humans. Such control is a major challenge concerning AI as is the control and opportunity of human-AI partnerships. Digital dashboards and quantum computers are also part of all these challenges and opportunities. Accordingly, the paper studies the following AI topics currently being explored in the AI literature: key questions and issues for AI, monitoring trends in AI development, digital board audits for AI action plans, AI robotic process automation, and quantum computers with AI implications, AI progress assessment and conclusions.

Forgotten Front Line: Understanding the Needs of Unionized Home Health Aides in Downstate New York During the COVID-19 Pandemic

2021 ◽  
pp. 104829112110588
Author(s):  
Sanjay Pinto ◽  
Chenjuan Ma ◽  
Faith Wiggins ◽  
Sarah Ecker ◽  
Michael Obodai ◽  
...  
Keyword(s):  
New York ◽  
Work Force ◽  
Home Health ◽  
Community Dwelling ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Emotional Challenges ◽  
Home Health Aides ◽  
Challenges And Opportunities ◽  
The Impact

During the coronavirus disease 2019 (COVID-19) pandemic, home health aides (HHAs) provided daily medical and personal care to community-dwelling older adults and those with chronic conditions. Prior qualitative studies have found that providing care during COVID-19 left HHAs susceptible to physical, financial, and emotional risks. However, limited quantitative data exist The objective of this study was to assess the impact of COVID-19 on HHAs and to understand the challenges and opportunities for current and future pandemic planning. A cross-sectional survey of 256 HHAs in the downstate New York region was conducted by telephone in English, French Creole, Chine, Spanish, and Russian between August and November 2020. The survey found that HHAs experienced a variety of physical, financial, and emotional challenges during COVID-19. To better support this work force, action by public health officials and policymakers is warranted, particularly with respect to workplace protections and safety, mental health, compensation, and access to basic resources.

An aging work force that will not retire

2020 ◽  
Vol 19 (3) ◽  
pp. 103-106
Author(s):  
Larry Rubin ◽  
Gregory M. Sparzo
Keyword(s):  
Baby Boomer ◽  
Work Force ◽  
Academic Experience ◽  
Content Type ◽  
Baby Boomer Generation ◽  
Mba Program ◽  
Experience Teaching ◽  
Emerging Trends ◽  
Challenges And Opportunities ◽  
Or Methodology

Purpose The purpose of this paper is to make employers aware of the unique characteristics of the baby boomer generation in the workforce, the causes of boomer behavior and how employers might respond to those unique circumstances. A review of some books and articles is included as documentation of the phenomena. Design/methodology/approach As this is not a research paper, there is no specific design or methodology. The approach used was to write an assessment based on the authors’ nearly 50+ years’ experience in the recruiting and talent management field and Sparzo’s academic experience teaching in an MBA program. Findings Employers should be mindful that employees who are members of the baby boomer generation are not generally performing or retiring in ways that are similar to previous generations of workers. Recommendations are made as to how to manage this cohort, how to integrate this generation with the members of an employer’s workforce who belong to other younger generations and how the accommodations suggested may be applicable into the future, even after the last boomer retires. Originality/value The authors believe that the emerging trends and patterns of baby boomer behavior offer both challenges and opportunities to employers. The authors’ unique view as to how to understand the source of these trends and manage this workforce’s accumulated knowledge, while using the period of longer work-spans to “catch up” in developing strategies to capture, manage and redeploy their knowledge before they leave the employment scene.

Emerging Technology Trends and Implications for Diversity Management

2013 ◽  
pp. 133-146
Author(s):  
Mike A. Guest ◽  
Elizabeth Culhane ◽  
Daniel P. McDonald
Keyword(s):  
Emerging Technologies ◽  
Parallel Evolution ◽  
Cost Effective ◽  
Diversity Management ◽  
3 Dimensional ◽  
Current State ◽  
Efficient Communication ◽  
The World ◽  
Challenges And Opportunities ◽  
Rapid Pace

The rapid pace of globalization around the world is associated with profound changes to how individuals and organizations communicate. Emerging technologies and applications in recent years, such as social networks and virtual workspace tools, are dramatically opening communication, collaboration, and learning opportunities. Such technologies provide a platform for efficient communication among individuals around the world. In parallel, evolution of simulation technologies (e.g., Virtual Environments [VE] and online gaming) over the last decade has resulted in cost-effective, widely-accessible interactive environments that provide rich user experiences (e.g., 3-dimensional). These technology developments represent significant changes in the way that individuals interact with one another, and bring new challenges and opportunities for diversity management. This chapter discusses the current state of emerging technologies and implications for diversity management.

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