State of Women in Medicine: History, Challenges, and the Benefits of a Diverse Workforce

BackgroundThe NHS Workforce Race Equality Standard (WRES) was introduced in 2015 and is mandatory for NHS trusts. Nine indicators have been created to evaluate the experiences of black and minority ethnic (BME) staff compared with the rest of the workforce. The trust data published showed a poor experience of BME staff compared with non BME staff.AimTo introduce the concept of WRES into general practice and create a baseline from which improvement can be made. A diverse workforce will better serve its population and this will improve health outcomes.MethodWe conducted a survey among all general practice staff members, clinicians, and non-clinicians and asked open-ended questions built around four WRES indicators most applicable to general practice, over a 6-week period in August and September 2019.ResultsWe collected 151 responses out of a total workforce of around 550. The response rate between clinicians and non-clinicians was equal 50.6% versus 49.4%. The distribution of non BME staff 51% versus BME staff 49% mirrors the diverse population of Lewisham. 54% of BME staff experienced bullying from patients, their relatives, and members of the public. 25% experienced bullying from a colleague or staff member in the workplace and 22% of BME staff changed jobs as a result of this.ConclusionBME staff in general practice report high levels of racism, especially from service users. In 22% this led to a career change. A zero-tolerance policy needs to be enforced and a multi-pronged approach is required to address this.

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Managing the Era of Multi-Cultural Leadership

Purushartha - A Journal of Management Ethics and Spirituality ◽

10.21844/pajmes.v11i1.14610 ◽

2018 ◽

Vol 11 (1) ◽

Author(s):

M. Rahul ◽

R. Ganesan

Keyword(s):

Work Environment ◽

Leadership Style ◽

Work Experience ◽

Cross Culture ◽

Cultural Leadership ◽

Team Members ◽

Diverse Workforce ◽

The Difference ◽

The One ◽

Global Arena

Leaders in the global arena are the one who face the challenges never seen before, while coordinating work and managing relationship between team members coming from varied ethnic groups. Globalization has undoubtedly opened up endless growth opportunities for both, businesses and individuals, by collaborating with each other, but with certain inherent challenges. These challenges are the difference in the cultural background of the team members, which gets predominantly reflected in their behavior at workplace too. The cultural differences exist primarily due to differences in shared values, which form the basis for difference in perception and practices of decision making by an individual (Hofstede, 1980). Juana Bordas has rightly described that any business that fails to adapt their leadership style aligning with multi-cultural approach will find it difficult to thrive in a more colorful world. Leadership style has witnessed various facets of changing work environment that has demanded from leaders to modify their approach to adapt along and be effective and survive in the ever-changing environment of business (Bordas,2007).A cross-culture leader plays a significant role in knitting the diverse workforce into an efficient team; which requires a leader to very well understand the various dimensions of culture. This understanding of the leader enables him to learn about blending of leadership styles to address the challenges of such work environment. This paper is an extended work on 'Leadership in Cross-Cultural Environment – A Comparison of Asian and Non-Asian Managers' (Rahul and Ganesan, 2015). The extended research study has identified that enhanced work experience of cross-culture leaders enables them in effective team management, than the rise in designation, as it results in creation of hierarchical distance between the leaders and subordinates.

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The Dividend of Diversity for India’s Corporate Sector

10.1093/oso/9780198812555.003.0018 ◽

2017 ◽

Author(s):

Ashwini Deshpande

Keyword(s):

Social Identity ◽

Social Inclusion ◽

Positive Association ◽

Large Firms ◽

Corporate Sector ◽

Specific Context ◽

Diverse Workforce ◽

Marginalized Groups ◽

Private Corporations ◽

Micro Enterprises

This chapter argues the normative case for greater diversity in the workforce of private corporations in the specific context of caste disparities in India. It offers evidence from the literature which indicates a positive association between profits and more diverse workforce teams as well as management boards for large firms. This suggests that ensuring greater diversity, in addition to enabling social inclusion especially of marginalized groups, would make good business sense. However, the discussion on diversity might be more relevant to large corporations. Small and micro-enterprises that are owned and populated by members of marginalized groups might face discrimination on account of their identity, adversely affecting their performance. This indicates that discrimination based on social identity manifests itself in different ways in different segments of the market depending on the size of the firm.

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WOMEN IN MEDICINE

The Medical Journal of Australia ◽

10.5694/j.1326-5377.1971.tb87810.x ◽

1971 ◽

Vol 1 (13) ◽

pp. 717-717

Keyword(s):

Women In Medicine

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Antecedents and Outcomes of a Culturally Diverse Workforce in Hotels

Journal of Hospitality & Tourism Research ◽

10.1177/1096348020986906 ◽

2021 ◽

pp. 109634802098690

Author(s):

Ashokkumar Manoharan ◽

Michael J. Gross ◽

Shruti R. Sardeshmukh

Keyword(s):

Cultural Diversity ◽

Group Dynamics ◽

Social Identity Theory ◽

Culturally Diverse ◽

Research Evidence ◽

Diversity Management ◽

Diverse Workforce ◽

The Social ◽

Semistructured Interviews ◽

Hospitality Firms

The topic of cultural diversity in hospitality firms has been somewhat neglected in the abundant research on cultural diversity in organizations. To overcome the gap, the purpose of the research was to examine the antecedents and outcomes of employing a culturally diverse workforce in hotels. Results from semistructured interviews showed there are four antecedents for the increase in cultural diversity and outcomes reflect significantly more benefits than challenges. Our findings suggest the benefits of cultural diversity come from the informational advantages, supporting the processing perspective. The challenges of diversity are rooted in the social categorization and in-group-out-group dynamics, lending support to the social identity theory. This study advances diversity literature based on research evidence of the various antecedents and outcomes in employing a culturally diverse workforce. Implications for diversity management are offered so the benefits may be sustained, and the challenges may be minimized in hospitality firms.

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Generational differences and implicit leadership schemas in the Philippine workforce

Leadership & Organization Development Journal ◽

10.1108/lodj-08-2018-0314 ◽

2020 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Helen C. Salvosa ◽

Maria Regina M. Hechanova

Keyword(s):

Generational Differences ◽

The Political ◽

Generational Cohort ◽

Implicit Leadership ◽

Content Type ◽

Diverse Workforce ◽

Technology Generation ◽

Generation Cohorts ◽

Cohort Theory ◽

Survey Responses

PurposeThis study examined generational differences in traits and desired schemas of leaders among Filipino workers using the lens of the generational cohort theory.Design/methodology/approachThis study utilized a sequential exploratory mixed-method approach. Phase One of the study utilized a qualitative approach in eliciting perceived characteristics and leadership schemas. Phase Two utilized a quantitative approach utilizing a survey to test generational differences.FindingsCluster analysis of survey responses of 341 Filipino workers showed two generation cohorts – the political and technological generation. Respondents from the political generation characterized themselves as being work-centered, family-oriented, traditional, seasoned, decisive and multi-tasking. The political generation also believes that an ideal leader is someone who cares about people's welfare, delegates, and is able to control others. On the other hand, the technology generation described themselves as being tech-savvy, carefree, laid-back, proud, individualistic, self-centered, arrogant, energetic and adventurous. The technological generation views an ideal leader as someone who is responsible, provides clear instructions, listens, and recognizes people.Research limitations/implicationsThe study focuses on Filipino workers and more studies in other countries are needed to establish generational differences in schemas.Practical implicationsThe results have implications on the way that leaders are selected and developed especially in an increasingly diverse workforce.Social implicationsThe results highlight the role of political, sociocultural events and technological trends that shape the traits and schemas of workers.Originality/valueThe study contributes to both generational studies as well as implicit leadership literature. The study highlights the value of examining the intersection of both culture and generation in the context of leadership.

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