Leveraging Workforce Diversity

2012 ◽  
pp. 523-537 ◽  
Author(s):  
Aileen G. Zaballero ◽  
Tutaleni I. Asino ◽  
Jessica Briskin
Keyword(s):  
Labor Market ◽  
Organizational Learning ◽  
Organizational Performance ◽  
Global Economy ◽  
Workforce Diversity ◽  
Technology Usage ◽  
Organizational Goals ◽  
Diverse Workforce ◽  
Current Trends ◽  
Use Of Technology

This chapter connects technology and diversity and argues that technology can be leveraged to contribute to the diversification of a workforce. The authors discuss the changing global economy as it pertains to the diminution of labor market boundaries and diversified consumers, as well as current trends in technology usage and innovation as a means to accomplishing organizational goals. In addition, the authors analyze organizational learning and organizational performance, regarding the use of technology as a tool to overcome the challenges of a diverse workforce.

scholarly journals Workforce Diversity: Boon or Bane to the Organisation

2019 ◽  
pp. 7-16
Author(s):  
Aiman Hasan
Keyword(s):  
Competitive Advantage ◽  
Global Economy ◽  
Workforce Diversity ◽  
Critical Area ◽  
Research Papers ◽  
Diverse Workforce ◽  
Hrm Practices ◽  
The People ◽  
Fast Pace ◽  
The Individual

Workforce diversity is a critical area of competence for any organisation. It is an important asset for every organisation that seeks competitive advantage in the global economy. With the change in needs at the fast pace, the association among the people from varied culture, background, beliefs etc. has increased substantially. Wambui et.al. state that HRM practices need to promote diversity for business to grow effectively. The paper discusses the various benefits of a having a diverse workforce along with the challenges linked to it (post #me too movement also). The study of various literature and research papers and books has been done which reveals that diversity is all about differences. The manner in which we analyse and use these differences will determine whether diversity is an asset or liability to the individual and the organization. Workforce diversity can prove to be a strong pillar to the organisation if managed appropriately. There is need to lead a diverse workforce that can give diverse benefits to the organisation.

Promoting Strategic Human Resource Management, Organizational Learning, and Knowledge Management in Modern Organizations

2019 ◽  
pp. 879-891
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Human Capital ◽  
Knowledge Management ◽  
Resource Management ◽  
Organizational Learning ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Strategic Human Resource Management ◽  
Current Trends ◽  
Strategic Goals

This chapter describes the concept of strategic human resource management (SHRM), the concept of electronic human resource management (e-HRM), the importance of SHRM in modern organizations, and the current trends of organizational learning and knowledge management (KM) in modern organizations. SHRM is the strategic practice of attracting, developing, rewarding, and retaining employees with the important goal of increasing various benefits to both employees as individuals and organization as a whole. SHRM strategically utilizes organizational resources and talent within HR functions to make organizations more effective in the modern workforce. Organizational learning and KM allow for organizational employees to share knowledge and learn exactly what is relevant to their specific tasks toward encouraging human capital and knowledge creation. The chapter argues that promoting SHRM, organizational learning, and KM has the potential to enhance organizational performance and achieve strategic goals in modern organizations.

From crisis to success: three case studies in organizational learning

2011 ◽  
Vol 18 (6) ◽  
pp. 454-467 ◽  
Author(s):  
Yoram Mitki ◽  
Ram Herstein
Keyword(s):  
Organizational Learning ◽  
Organizational Performance ◽  
Global Economy ◽  
Service Organizations ◽  
Three Dimensions ◽  
Brand Strategy ◽  
Learning Mechanisms ◽  
Corporate Brand ◽  
Content Type ◽  
Organizational Learning Mechanisms

PurposeRadical changes and increasing competition in the global economy and markets lead enterprises to change their business policy and activities. This process demands the creation of effective organizational learning mechanisms. This paper seeks to illustrate how three service organizations designed and utilized organizational learning mechanisms to introduce a successful, new corporate brand.Design/methodology/approachThe research methodology was based on interviews and hard data collection. These techniques were found most appropriate for learning and understanding in‐depth organizational transformation processes.FindingsTwo main research findings can be noted. The first is that there are various mechanisms of learning organizations that can improve organizational performance and reputation. The second is that any organizational learning mechanism should be based on the on‐going active involvement of internal stakeholders (employees) both as individuals and as teams.Originality/valueThis paper provides a unique understanding of three dimensions of organizational learning (cognitive, structural and procedural) and their impact on designing a new corporate brand strategy. The research, conducted in three different service organizations, gives new significance to the notion of collaboration

scholarly journals Is there Always a Positive Relationship Between Workplace Diversity and Organizational Performance, or Does Diversity Fatigue Imply a Suppressing Effect?

2020 ◽  
Vol 15 (1) ◽  
pp. 14-26
Author(s):  
Panteha Farmanesh ◽  
Asim Vehbi ◽  
Pouya Zargar ◽  
Arman Sousan ◽  
Feyza Bhatti
Keyword(s):  
Organizational Performance ◽  
High Performance ◽  
Academic Staff ◽  
Workforce Diversity ◽  
Workplace Diversity ◽  
Diverse Workforce ◽  
Overall Performance ◽  
Vital Matter ◽  
The Relationship ◽  
Analyze Data

AbstractPerformance of employees has been a vital matter for all organizations regardless of their sector. As organizations become more diverse, maintaining high performance becomes a challenge. This study examines the relationship between workforce diversity and organizational performance in educational sector of Cyprus through moderating effect of diversity fatigue. Mixed Method is used for the purposes of this study to analyze data from university academic staff, through survey and senior-level interviews (semi-structured). Qualitative measures were used to develop dimensions for diversity fatigue, which further were tested through quantitative approach. Results imply that extent of diversity fatigue can suppress the relationship between overall performance and workforce diversity, which is positive and significant prior to interaction of fatigue. Furthermore, our study expands the literature regarding the topic within educational sector. Managers can have an enhanced decision-making process regarding diverse workforce and degree of fatigue, which yields in a higher performance level for the firm.

Knowledge Management and Organisational Learning: Objectifying a Synergetic Liaison within the Learning Organisation

2015 ◽  
Vol 3 (1) ◽  
Author(s):  
Shaunak Roy
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Organizational Performance ◽  
Learning Organization ◽  
Global Economy ◽  
Rapid Evolution ◽  
Organisational Learning ◽  
Learning Organisation ◽  
Useful Knowledge ◽  
Effective Organization

The rapid evolution of our intensely connected global economy translates into the imperativeness of developing knowledge capabilities. The pioneers of knowledge management have developed valuable tools and approaches. For centuries, scientists, philosophers, and intelligent laymen have been concerned about creating, acquiring, and communicating knowledge and improving the re-utilization of knowledge. However, it is only in the last decade or so that Knowledge Management (KM) has evolved as a discipline, especially on the maps of strategy consultants and conference organizers. KM is harboured on the premise that, organizations, much like their human figments, are incapable of completely harnessing their retained knowledge. Through KM, organizations seek to acquire or create potentially useful knowledge and to make it available to those who can use it at a time and place that is appropriate for them to achieve maximum effective usage in order to positively influence organizational performance. In this context, it is opined that organizational learning (OL) is complementary to KM. OL is accountable for embedding what has been instilled into the fabric of the organization. In this endeavor, a conceptual model shall be developed which shall seek to unravel the symbiosis between KM and OL through the management of knowledge-related assets, thereby ensuring effective organization of ICT resources as well as workforce dynamics in the learning organization.

Learning-Performance Relationship

2019 ◽  
pp. 1268-1285
Author(s):  
Ana Martins ◽  
Isabel Martins ◽  
Orlando Petiz Pereira
Keyword(s):  
Organizational Learning ◽  
Organizational Performance ◽  
Global Economy ◽  
Added Value ◽  
Learning Performance ◽  
Unique Element ◽  
Learning Pathways ◽  
Productivity And Competitiveness ◽  
Point Of Departure ◽  
And Diffusion

Organizational learning, knowledge creation, retention, and diffusion are strategies that open many a window of opportunities for organizations to differentiate themselves in the global economy. However, performance based on knowledge has not yet become exposed. Intangible assets must be continuously analyzed to reach organizational performance and sustainability. New management and economic literature reveals that communities of practice focus on humanized leadership and self-efficacy that promote added value to the organization. Furthermore, the humanisation of the organization perspective becomes the nucleus and the framework for all levels of productivity and competitiveness. This chapter posits different organizational learning pathways according to a holistic perspective with humanisation as a unique element. The chapter is centered on an analysis of the human capital construct as the point of departure. Furthermore, the chapter reflects on humanized and humanising emotional, spiritual, and relational capital in order to reach the level of organizational knowledge.

Taking stock of “Organizational Learning”: Looking back and moving forward

2021 ◽  
pp. 135050762110495
Author(s):  
Bente Elkjaer
Keyword(s):  
Labor Market ◽  
Organizational Learning ◽  
Organizational Performance ◽  
Sustainable Production ◽  
The Other ◽  
Theoretical Construct ◽  
Creative Imagination ◽  
Critical Knowledge ◽  
Societal Challenges ◽  
Looking Back

In what ways are organizational learning a relevant theoretical construct? The article taps into a debate on what is relevance to practitioners versus researchers’ responsibility. The publications on organizational learning are on the rise, but the patterns have changed and points to a bifurcation within the field of organizational learning. On one hand, organizational learning is a means to further organizational performance, a fixed goal to be measured, which sometimes demands unlearning. On the other hand, there is a call for organizational learning to be encompassing contemporary societal challenges like widespread digitalization, sustainable production, and an inclusive labor market. This may appear as a cleavage between immediate relevance to practitioners and researchers’ responsibilities for the development of relevant and critical knowledge. I propose to embrace a pragmatist theory of learning that can help address the unknown and include creative imagination directed toward developing an organizational learning field, which is also ready for the future.

Promoting Strategic Human Resource Management, Organizational Learning, and Knowledge Management in Modern Organizations

2018 ◽  
pp. 4347-4357 ◽  
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Human Capital ◽  
Knowledge Management ◽  
Resource Management ◽  
Organizational Learning ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Strategic Human Resource Management ◽  
Current Trends ◽  
Strategic Goals

This article describes the concept of strategic human resource management (SHRM); the concept of electronic human resource management (e-HRM); the importance of SHRM in modern organizations; and the current trends of organizational learning and knowledge management (KM) in modern organizations. SHRM is the strategic practice of attracting, developing, rewarding, and retaining employees with the important goal of increasing various benefits to both employees as individuals and organization as a whole. SHRM strategically utilizes organizational resources and talent within HR functions to make organizations more effective in the modern workforce. Organizational learning and KM allow for organizational employees to share knowledge and learn exactly what is relevant to their specific tasks toward encouraging human capital and knowledge creation. The article argues that promoting SHRM, organizational learning, and KM has the potential to enhance organizational performance and achieve strategic goals in modern organizations.

Learning-Performance Relationship

2018 ◽  
pp. 46-68
Author(s):  
Ana Martins ◽  
Isabel Martins ◽  
Orlando Petiz Pereira
Keyword(s):  
Organizational Learning ◽  
Organizational Performance ◽  
Global Economy ◽  
Added Value ◽  
Learning Performance ◽  
Unique Element ◽  
Learning Pathways ◽  
Productivity And Competitiveness ◽  
Point Of Departure ◽  
And Diffusion

Organizational learning, knowledge creation, retention, and diffusion are strategies that open many a window of opportunities for organizations to differentiate themselves in the global economy. However, performance based on knowledge has not yet become exposed. Intangible assets must be continuously analyzed to reach organizational performance and sustainability. New management and economic literature reveals that communities of practice focus on humanized leadership and self-efficacy that promote added value to the organization. Furthermore, the humanisation of the organization perspective becomes the nucleus and the framework for all levels of productivity and competitiveness. This chapter posits different organizational learning pathways according to a holistic perspective with humanisation as a unique element. The chapter is centered on an analysis of the human capital construct as the point of departure. Furthermore, the chapter reflects on humanized and humanising emotional, spiritual, and relational capital in order to reach the level of organizational knowledge.

scholarly journals Merit, Diversity, and Performance: Does Diversity Management Moderate the Effect of Merit Principles on Governmental Performance?

2019 ◽  
Vol 49 (1) ◽  
pp. 83-110
Author(s):  
Sanghee Park ◽  
Jiaqi Liang
Keyword(s):  
Organizational Performance ◽  
Positive Impact ◽  
Gender Diversity ◽  
Diversity Management ◽  
Theory And Practice ◽  
Workforce Diversity ◽  
Data Set ◽  
Diverse Workforce ◽  
And Performance ◽  
Positive Effect

The compatibility of merit principles and diversity management is particularly intriguing in theory and practice. Although theoretical arguments for merit-based practices and diversity management are well established, the effect of their dynamics on governmental performance remains an empirical issue. This article examines the effect of merit principles, workforce diversity, and diversity management on government performance, and inquires about whether diversity management efforts moderate the effect of merit-based practices. Analyzing a combined data set on federal agencies, this study finds that merit-based practices and diversity management have independent positive impact on organizational performance, but there is no significant relationship between workforce diversity and performance. Furthermore, the effect of merit-based practices on organizational performance is moderated by gender diversity and diversity management. Specifically, if an agency has a more diverse workforce in terms of gender or more effective diversity management efforts, the positive effect of merit-based practices on organizational performance is strengthened.

Sign in / Sign up

Export Citation Format

Share Document