hrd equality, gender and diversity iv
TRANSCRIPT
Human Resource Development: Equality, Gender and Diversity
Running head: HUMAN RESOURCE DEVELOPMENT: Equality, Gender
and Diversity
Human Resource Development: Equality, Gender and Diversity
Walter A. Van Stone
Address: 4607 Spring Creek
Arlington, TX 76017
Phone:
Email: [email protected]
Human Resource Development: Equality, Gender and Diversity
Abstract
In today’s business world, organizations will face constant
changes. The changes that firms face today are due to
economical, legal, cultural, globalization, lifestyles,
demographic, the war on talent, ethical issues, equal
opportunities and equal rights, as well as a shortage of
material resources, environmental issues (companies becoming
‘green’) and recently the collapse of the financial system
are firms major viewpoints for change.
One of the biggest challenges that firms face when it
becomes a global organization is its workforce (human
resources development) and the changes to it. Moreover,
firms are realizing that their workforce must be flexible
and mobile. In addition, they must recognize the diversity
of their potential employees, customers, and foster an
innovation, equal opportunity, and respectful working
environment. There is evidence that firms, who foster a
diverse work environment through teams, become more
innovated and productive. Therefore, it is imperative that
firms make equality, gender and diversity a part of the
organizations human resources development strategy.
To date various scholarly journal articles have addressed
workforce diversity and its importance on firm’s
productivity. These articles examined individual
Human Resource Development: Equality, Gender and Diversity
organizational challenges and the need to implement a policy
that augments the potential of their overall workforce. This
paper will attempt to examine the means of human resource
capital programs in attracting and retaining (methodologies)
a diverse workplace.
Secondly, examine human resources role in human resources
development programs such as mentoring, career development,
and quality of work-life balance concepts. Are there changes
in production, motivation, job satisfaction after the
implementation of these concepts?
Thirdly, distinguish the risks and constraints of gender and
diversity-oriented human resources development. What are the
advantages of a gender and diversity-oriented policies for
an organization, management, and its workforce?
Introduction.
A diverse workplace in today’s competitive environment
is paramount. Firms must be cognizant of attracting,
developing, and retaining a diverse workplace. In addition,
firms must know how to establish a diverse workplace, what
trends work and what does not work? They must development
and implement workplace programs, provide mentoring, career
development, and a work life balance. They must know what
motivates their employee’s and what contributes to
employees’ job satisfaction. Some organization only
Human Resource Development: Equality, Gender and Diversity
recognizes workforce diversity or workplace diversity, and
unintentionally fails to recognize a diverse workplace. A
diverse workplace values respect and individuals
differences, it recognizes each employee’s contributions to
an organizations shareholder value, and creates a work
environment that heightens the employee’s potential-its
human capital; regardless of age, ethnicity, gender,
physical abilities, race, sexual orientation or educational
background- although just as important. Simply said
workforce diversity is the differences among people working
in an organization and diverse workplace is the differences
among the organization and its working people.
Human Capital Programs
According to Kulvisaechana (2006) the geneses of the
theory of human capital; introduced through a sub branch of
economics. It was through Adam Smith’s 1700’s economic
theory and the four concepts of fixed capital; machines,
buildings, improvements of land, and human capital. Today
human capital theory has developed and applied to, corporate
value creation, competitive advantage, and organizational
growth. Human capital has taken first chair in firms that
want to increase their market value. For organizations to
become competitive and increase growth they are realizing
that their human resources are their greatest assets-not
Human Resource Development: Equality, Gender and Diversity
their fixed assets. However, according to Kulvisaechana
(2006), who cites Kingsmill, (2001) study on human capital,
“recent evidence reveals that many organizations have not
paid sufficiently close attention to human capital
development, leading to an under-utilization of talent in
the workforce.”(p.722). Moreover, the biggest challenges are
the gaps on how human capital initiatives should be
developed and implemented. Additionally, Bontis (2009)
argues and identifies that knowledge-based organizations
must invest in their human resources through a constant
means of development of its human resource, such as
knowledge sharing-know-how, corporate knowledge, and its
workforce experiences. On the other hand, Bart, Baetz and
Pancer (2009), argues that employee volunteer programs
(EVPs) are beneficial through service-learning theory. The
authors describes an EVP programs that can be used as to
help employees view the program as a learning experience-
professionally and personally. Bart et.al, suggest that EVPs
ideally will enhance human capital through Johns and Saks
(2008) “organizational learning practices” (p.130), that
firms must utilize EVPs as training programs: plan
activities and recognize employees who have knowledge and
skills in areas of change management and implementation, and
career development: skills developed during employment that
Human Resource Development: Equality, Gender and Diversity
and applied outside the work environment.
Attracting and Retaining Human Capital
Creating a human capital program is one challenge;
attracting human capital is another challenge. Employers are
combating the war on talent by increasing employee retention
and reducing employee turnover. They are also rethinking the
war on talent. According to Somaya and Williamson (2008),
they suggest that a recent survey shows that some companies
lost 30% of it human capital and “that companies might
benefit from developing new strategies that, instead of
focusing on suppressing employee mobility, actively seek to
exploit the potential opportunities it creates.” (p.29).
Moreover, some firms have response strategies to employees
that create turnover. Like playing any sport game,
organizations are using defensive or offensive strategies.
The defensive strategies are programs that offer employees
increase remuneration, benefits, and the latest in
technology, succession plans, and training. The offensives
are programs that attack the employees, such as legal
procedures or non-competing clauses in employment contracts.
Both strategies viewed as ways to combat employee turnover.
However, firms must be proactive and identify key employees.
Firms must work smart at retaining their employees.
Armstrong-Stassen (2006) suggests that employers must
Human Resource Development: Equality, Gender and Diversity
consider strategies that attract and encourage retirees to
return to work. However, most firms are persuading employees
to retire, not to come out of retirement.
Creating a diverse workplace starts with recruiting
potential employees, internally, and externally. Employers
must recruit diverse individuals into its organization. In
today’s knowledge-based business environment Yigitcanlar,
Baum and Horton (2007) explore what it takes to attract and
retain knowledge workers to knowledge city. They identify
what a city or committees must possess in order to attract
and retain such employees. The authors view the growth
theory of the city (economic development) in attracting and
recruiting knowledge-based employees. Using the growth
theory the authors have identified four categories for which
knowledge-based employees seek when considering an employers
offer of employment. First, they want quality of like/place
“that includes such factors as the standard and variety of
amenitys [sic], education and community facilities, climate,
environmental quality, housing affordability, and crime
level and transportation access.” (p. 14). Knowledge-based
employees want, “Urban diversity…ethnicity, gender,
nationality, sexual orientation, is important to knowledge
workers.” (p.14). They also want social equity with respect
to growth theory of the community, economic development that
Human Resource Development: Equality, Gender and Diversity
will reduce gaps in unemployment, and equality deficiencies
thus decreasing crime and increasing need for under educated
skilled workers.
In addition to growth theory to attract and retain
employees Younger, Smallwood, and Ulrich (2007) suggest that
organizations are introducing the “concept of branded talent
developer…in attracting and retaining talented
employees.”(p.21) .They suggests that there are benefits to
developing a branded talent developer in an organization.
The authors view the concept of branded talent developer as
organizations that go above and beyond; those who have a
meticulous process when recruiting potential employees (the
right organizational/cultural fit) thus the success of
retention. They are firms that employ potential employees
that can be immediately productive and whom develop through
career growth therefore, meeting the needs of its workforce
requirements and becoming cost effective.
So, what makes branded talent developers different than
recruiter? They view themselves as, and cry, “Spartacus”
when aligning business strategies with recruiting. They
develop their talent from within its organization, thus
increasing retention and reducing employee turnover. They
know their employees abilities, skills and work knowledge to
benefit their organization. “Branded talent developers
Human Resource Development: Equality, Gender and Diversity
recruit differently than other organizations do. They
recruit for people, not positions.” (Younger, Smallwood and
Ulrich, 2007, p.24). They clearly articulate to employees a
career path and how training and education will help
employees obtain their desired career opportunities within
the organization. They provide career coaching and mentoring
to employees through training, education, and former or
retired employees. However, the challenges to branded talent
developers are not simply obtainable or maintainable. It
takes time for an organization to establish that develops
and sustains talent. As Younger et al. (2007) suggests that
talent development “is earned through ongoing effort and
continuous improvement (Ulrich, et. al., in preparation).
“It depends on a well-executed set of systems, processes,
and people working to accomplish the goal.”(p.26), thus
becoming the employer of choice (EOC).
Becoming known as branded talent developer and an EOC
begins with Younger, Smallwoods and Ulrich, (2007) statement
the organizations must have a system, process and goals;
simply said, organizations that have attraction and
retention strategies. Kontoghiorghes and Frangou (2009)
study concluded that organizations that are viewed as top
performers leverage “all components of the social system if
attraction and retention of talent is a design goal.”(p.35-
Human Resource Development: Equality, Gender and Diversity
36). Organizations management must clearly understand the
intricate social system and not just remuneration
requirements when attracting and retaining employees.
Management must clearly recognize that employees are looking
for organizations that respect individuals’ differences,
recognizes each employee’s contributions to an organizations
shareholder value, and creates a work environment that
heightens the employee’s potential. The authors data
supports the social system theory; “that at the end of the
day how people are treated is at least as important, if not
more so, than compensation.” (p.36), therefore, respect plus
recognition plus truthfulness equals talent retention.
Diverse Workplace
As Pitts (2009) implies that most diversity management
research focus on affirmative action, and equal employment
opportunity. Organizations have focused on the legal outcome
of not having a diverse workforce. Pitts (2009), identifies
that a diverse workforce has broaden its scope to include
“understanding the relationship between employee diversity,
target population diversity, and outcomes for agency
clients.”(p.329). Moreover, Pitts (2009) only examines
diversity management in his study. However, he cites Thomas
(1990) clarification of diversity management, “that managing
for diversity meant managing for all differences, whether
Human Resource Development: Equality, Gender and Diversity
they are based in race, ethnicity, gender, education, or
function.” (p.329). His study does not address the diverse
workplace in the context of a workplace that values respect
and individuals differences, that recognizes each employee’s
contributions to an organizations shareholder value, or a
work environment that heightens the employee’s potential-its
human capital. Additionally, Satcher (2009) addresses the
culture and diversity with respect to research in the
medical discipline and views that a diverse organization
must obtain individuals of diverse background that will ask
the right question for research in the medical field.
Intuitively, it is understandable that a diverse workforce
in medical research or other industry for that matter will
give you the desired result of asking the right questions.
However, an argument views that the medical discipline or
any other industry should not just view diversity as a
workforce issue but as a diverse workplace issue. For
example, organizational change, leadership, vision, values,
respect, trusts, mentoring, career development, and work
life balance are just a few examples.
Human Resource Development Programs
Human resources develop programs that will enhance the
diverse workplace through programs such as training, formal
education, and career path development all in hopes that
Human Resource Development: Equality, Gender and Diversity
employees meet its organizational business goals. To
accomplish business goals organizations have developed teams
that consist of members that share knowledge in order to
reach its organizational goals. The team member must possess
or acquire the right skills and knowledge to complete the
project objectives. As team members, are identified they
must know what the project will do for them, otherwise the
team will not be effective with respect to completing the
project objectives. Some team members want to know how this
will advance their careers and can this project help them
develop professionally and personally. Additionally, team
members want to know if they will be, respected even though
there are differences and recognized as contributors. The
teams must come for different departments, education, and
career levels.
Organizations must recognize the different strengths of
individuals in teams so that they can utilize their skills
and knowledge to obtain organizational goals. Like the
dynamics of teams organizations must also be cognizant of
career dynamics and individual’s career development. Smith
(2005) pointed out; careers develop in an individual’s
professional career at different levels. The author cites
Schein’s (1990) study on career stages that identified ten
stages of career development. Schein’s emphasis’s was on
Human Resource Development: Equality, Gender and Diversity
individual’s career stages mainly on “(4) socialization
training, (5) membership, (6) tenure and (7) mid-career
crisis… real world work experience…, talents, skills,
motives, and values” (p.17) it is with these stages of an
individual’s career and experiences that an individual
develops “a self-concept of who they are and what is
important in their career.”(p.17), and for which Schein’s
refers to as “career anchor” (p.17). Schein (1990) coined
the phrase “career anchors because…participants liked what
they were doing the participants referred to the image of
being pulled into something that favorably tied them down.”
(p.18), thus creating a potential construct of social career
exchange theory, a give and take, a balance between what we
put into developing our career and what we get out of it
even if we are forced to do so as long as it has a favorable
outcome such as job security, new acquired skills and
knowledge or tenure that would perhaps increase loyalty, and
retention.
Human Resource Role
The role of human resources is in a constant state of
change not only its nature, but also the awareness as to the
contributions that HR can make to organizations goals. In
the past HR viewed as only an administrative element of an
organization. Today, the ever echoing statement that
Human Resource Development: Equality, Gender and Diversity
organizations human resources are their greatest asset is
often not qualified by an explanation. Strategic human
resource management attempts to provide quantifiable
evidence to support the contribution of HR practices not
only to employees, but in the concept of completive
advantages and ultimately create shareholder value. It is
with the quantifiable evidence that has pressured HR
managers to provide assurance that HR adds value and
contributes to organizations business goals and objectives.
In addition to an organizations objective goals HR
managers must create an organizational environment and
culture that promotes change, trust and employee
contentment. They must be leaders of empowerment to
encourage employees to grow, obtain personal skills and
knowledge that can benefit the entire organization; they
must be compassionate about the needs of each employee such
as career development, mentoring, and work life balance.
Simply said they must cultivate their human capital.
Career Development
To cultivate human capital, organizations must suggest
change and change starts with redefining corporate strategy
and culture. Olesen, White and Lemmer (2007) highlight a
case study of how Microsoft implemented a cultural change
and in the process developed a new career model. The authors
Human Resource Development: Equality, Gender and Diversity
suggest that firms must focus on motivating employees with
career opportunities that align with business objectives.
“The company turned its focus toward building a broader
range of leadership talent, and implemented a career model
framework that also addressed…culture change needed to
execute the business strategy.”(p.31). Microsoft’s career
model offered employees a clear career path. Olesen et.al
(2007) models focuses on three major components;
1. Career Stage Profiles (CSPs) define career
paths and key stages along a career path,
performance expectations for each stage, and what
it takes to get to the next stage.
2. Competencies define the behaviors that
differentiate outstanding from standard
performance and increase the likelihood of success
in a career path over time.
3. Experiences describe key roles and situations
that enable growth in important competencies and
serve as a tool to guide career planning. (p.33-
34)
If you are fortunate to work at Microsoft then your
career path stages through career development, become
clearly mapped out for you. However, if you are in an
organization that has limited resources and you do not have
Human Resource Development: Equality, Gender and Diversity
career development support than you perhaps should encourage
your management into investing in its human capital.
According to Barnett and Bradley (2007) due to recent
economic conditions some organization are scaling back on
investing in its human capital. “The predominance of
organizations restructuring, de-layering and downsizing has
contributed to a more flexible or “boundaryless” [sic]
career environment with expectations that individuals will
self-manage their careers, rather than rely on
organisational [sic] direction.”(p.618). Regardless of the
reasons organizations must rise to the defense of the
employees career development and provide a strategies career
development plan. By doing so, organizations will reinforce
employee commitment thus increasing the organizations
ability to attract and retain employees.
Mentoring
In addition to formal career path development
organizations can reinforce employee commitment and loyalty
through mentoring programs. As Keller (2008), Erdem and Ozen
Aytemur (2008), Hezlett and Gibson (2007, 2005) and others
suggest that mentoring (either long-term or short-term) is
an important facet to organization socialization and career
development and is defined as “powerful, one-on-one,
hierarchical relationship”(Hezlett and Gibson, 2007, p.386).
Human Resource Development: Equality, Gender and Diversity
Mentoring is viewed as a limited option in an employee’s
career development. In the past mentoring was a supportive
informal (natural occurrence) organizational communication
process that results in powerful career advancement for an
employee; mainly geared toward the male gender. However,
today firms are encouraging females to consider mentoring as
an optional career development strategy.
Today in some organizations mentoring has become a
formal program that is an alternative career choice for
younger employees. Like career anchors mentoring can be view
as a potential construct of social career exchange theory-a
give and take-a balance between what we put into developing
our career and what we get out of it even if we are forced
to do so as long as it has a favorable outcome such as job
security, new acquired skills and knowledge or tenure that
would perhaps increase loyalty, and retention.
According to Keller (2008) “the definition of
mentoring has expanded to include coaching, a concept that
is focused on helping others learn job-related skills for
growth.” (p.77). thus coaching is a skill that mentors use
to reinforce learning and development with their mentees
where as mentoring is the support system for career
development. Therefore, using the coaching concept and
establishing mentoring as a formal process would allow the
Human Resource Development: Equality, Gender and Diversity
mentor and mentee relationship to solidify. On the other
hand, it also gives the mentor and mentee a formal process
to resolve issues.
Whether organizations use informal or formal process
for mentoring companies must recognize that there are
consequences associated with such programs. As Erdem and
Ozen Aytemur (2008), Hezlett and Gibson (2007) point out;
mentoring is about long-term dyadic relationships and as in
any relationship mentoring has the risk factor and elements
of trust. Therefore, if mentoring programs are to become
successful then there must be trust: specifically, mutual
trust. In addition to trust there are other factors linked
to mentoring. Hezlett and Gibson (2007) explore the link
between mentoring and social capital theory. Although other
researchers have touched on the concepts the authors
identified key concepts in addition to trust, such as
favorable outcome, negative experiences, and information
exchange.
Work-life Programs
If career development and mentoring is not enough to
think about, what about work life balance? Today’s workplace
has changed mainly due to economic conditions and global
completion. Initially, most employees in the workforce
worked as a necessity and to survive. Over time, the
Human Resource Development: Equality, Gender and Diversity
workplace, as well as, the makeup of workforce has changed.
Like in the past, employees in the workforce work as a
necessity, however, employees want to be happy and satisfied
and be able to obtain goals personally in addition to
professionally. Some firms are helping their employees in
achieving their goals through work-life benefits.
According to Bardoel, DeCieri, and Myson (2008) Work-
life programs are not new to organizations. In the past
work-life programs; were known as quality of life
initiatives. Today, organizations work-life initiatives were
endorsed to help employers attract new talent and to help
employees be productive. Every employee must be productive
and work eight hours in the day, and then go home to their
second job, their families. They have a plethora of
responsibilities; sporting events to attend to, meals to put
on the table, maintenance of vehicles and homes, and
attending to health issues. Moreover, these responsibilities
are not normally limited to only after work hours; some of
these tasks, done at the work place and during work hours.
To help employees focus on their work some companies have
initiated four day work weeks, flex time or have flexible
arrangements so that employees can tend to their personal
responsibilities. However, not all companies have the luxury
to extend work-life benefits to its employees. Companies
Human Resource Development: Equality, Gender and Diversity
that are labor intensive, administrative or customer service
providers face challenges when offering employees a work-
life benefit.
Measuring Work-life initiatives
As Bardoel, DeCieri and Myson (2008) point out, those
work-life initiatives are not easily obtainable with respect
to financial and non finical terms. They argue that there is
a need to help managers in obtaining measureable evidence in
work-life initiatives. They suggest that firms adopt a
“systematic way of linking outcomes to organizational
objectives” (p. 239), and clear expectations for work-life
initiatives rather than just it being a good thing to do for
your employees. If firms do not establish clear objective
and measurements to its work-life programs then they will
fail. The authors define work-life initiatives “as those
strategies, policies, programs and practices initiated and
maintained in the workplace to address flexibility, quality
of work and life, and family conflict.” (p.240). However,
according to Bretherton (2008), some companies are using
exit interviews to monitor program effectiveness. However,
few of the companies systematically collect and review data
on employee participation in work/life programs and the
impact of these benefits on unscheduled absences and
turnover.
Human Resource Development: Equality, Gender and Diversity
There is evidence that there is a need for work-life
benefits; attracting and retaining employees as well as
helping employees focus on their work tasks. In addition,
there is also evidence that firms must recognize that
employee have additional responsibilities of family and
their needs. Firms must establish clear policies and
procedures and communicate their expectation with respect to
work-life benefits to their employees. Moreover, they must
measure work-life initiatives so that management can see how
these benefits align with the firms over all business
objectives.
Productivity
Over the decades there have been numerous studies on
the impact of human resource management practices on
productivity, turnover, and financial performance. In the
past organizations that focus on such strategies found
themselves as organizations that have high performance work
practices. According to Neal, West, and Patterson (2005)
organizations are boarding their views to high performance
work practices and are including organization climate and
completive strategies (fit, externally and internally) and
their human resource management practices. The authors
suggest that some firm’s current HRM practices with respect
to organizational effectiveness and productivity are better
Human Resource Development: Equality, Gender and Diversity
than others mainly due to human capital fit such as their
recruiting selection process; thus the work place achieves
highly productive and motivated employees. On the other hand
the authors points out that an argument can be made that
organizations human capital theory alone does not make the
firm a high productive and motivated work place but it is
their organizational environment, strategies, and HRM
practices (resource allocation theory of motivation) that
determine productive and motivated employees; “the
effectiveness of HRM practices is contingent on the strategy
that a firms uses to gain competitive advantage in the
market.”(p.493). Moreover, the study identified that HRM
system that invests in human capital result in a higher
productive and motivated workplace that has an engaged
organizational environment thus a diverse workplace and
organization.
Job Satisfaction
People work of many reasons, most employees work out of
necessity, and others work because of the love of it. Thus
the need to understand the complex challenges of job
satisfaction. As organizations global competiveness
increases so has work hours of employees almost to the
extent that employee burn out. Working long hours and
overtime as been linked with decrease job and life
Human Resource Development: Equality, Gender and Diversity
satisfaction. According to Ghazzawi (2008) who cites
Greenberg and Baron, (2008), Wollack et at., (1971) who
gives several definitions of job satisfaction defines job
satisfaction as “an individual’s positive or negative
attitude toward their job”(p.1). Simply said; either an
employee is happy or not happy with their job. But wait a
minute it is not that simple. Not all employees are happy
with their job and conversely not all employees are unhappy
with their job. However, generally most employees are happy
with their job. To further complicate job satisfaction
Ghazzawi (2008) notes additional studies, (Greenberg and
Baron, 2008; Weaver, 1980; Eichar et al.; Melvin, 1979) of
other factors that contributes to job satisfaction or
dissatisfaction such as profession, age, (older verses
younger), work environment, remuneration, benefits and
feeling of accomplishment (the later three being the most
important). However, current overall job satisfaction among
workers in America is only 47% compared to 61%, over a 20
year period. So why are employees unhappy? Perhaps employers
are not providing their employees with work challenges or
meaningful work. That is a lot of unhappy employees and if
there are unhappy employees they will walk and at best just
walk; hopefully not to a competitor or take other employees
with them.
Human Resource Development: Equality, Gender and Diversity
To eliminate unhappy employees Scroggins (2008) suggest
that organization must provide meaningful work to its
employees in order to eliminate turnover. They must engage
their employees by providing the right job for the right
employee. According to Scorggins (2008) who cites (Towers
Perrin 2003) study “employee engagement rests upon a
foundation of meaningful work experiences and that
organizations’ have not been very successful in inspiring
employees and providing them with factors necessary for
meaningful and emotionally rich work experiences.”(p.57).The
author emphasizes meaningful work because Towers Perrin
(2003) study indicates that employees plan on leaving their
current job once the economy improves. The author argues the
human resources management must be proactive in providing
meaningful work (largely due to its influence on perception
and attitudes of work) “by focusing on person-job fit for
both current employees and applicants during the
organization’s staffing activities.”(p.58).To supports
Scorrggins’s (2008) argument of meaningful work and job fit
he cites Shamir (1991) self-concept theory (not a formal
theory). Shamir’s (1991) self-concept implies motivation;
“motivation is a common element that underlies attendance,
tardiness, work effort, and donating personal time to
work...and work motivation resulting from fit are likely to
Human Resource Development: Equality, Gender and Diversity
impact job attitudes as well.” (p.59).Therefore, if
employees have meaningful work and job-fit (career
development plan) they become motivated to come to work
because work is enjoyable. Thus increase retention and
decrease turnover and cost resulting in job satisfaction,
greater productivity and retention of a diverse work place.
Conclusion
In today’s business world, organizations will face
constant changes. The changes that firms face today are due
to economical, legal, cultural, globalization, lifestyles,
demographic, the war on talent, ethical issues, equal
opportunities and equal rights, as well as a shortage of
material resources, environmental issues, and recently the
collapse of the financial system are firms’ major viewpoints
for change.
One of the biggest challenges that firms face when it
becomes a global organization is its workforce (human
resources development) and the changes to it. Moreover,
firms are realizing that their workforce must be flexible
and mobile. In addition, they must recognize the diversity
of their potential employees, customers, and foster an
innovation, equal opportunity, and respectful working
environment. There is evidence that firms, who foster a
diverse work environment through teams, become more
Human Resource Development: Equality, Gender and Diversity
innovated and productive. Therefore, it is imperative that
firms make equality, gender and diversity a part of the
organizations human resources development strategy.
This paper presented evidence that HR managers are not
being proactive in organizations in developing its corporate
human capital, or establishing a diverse workplace rather
than just workforce diversity. There is also evidence
through the development of this paper that there is a
potential construct of social career exchange theory, a give
and take, a balance between what we put into developing our
career and what we get out of it even if we are forced to do
so as long as it has a favorable outcome such as job
security, new acquired skills and knowledge or tenure.
Human Resource Development: Equality, Gender and Diversity
References:
Armstrong-Stassen, M.(2006).Encouraging Retirees to return to the Workforce. HR Human Resource Planning, 29(4), 38-44. Retrieved May 9, 2009, from ABI/INFORM Global database.
Bardoel, E., De Cieri, H., Mayson, S.(2008).Bridging the research-practice gap: Developing a measurement framework for work-life initiatives. Journal of Management and Organization, 14(3), 239-258. Retrieved May 11, 2009, from ABI/INFORM Global database.
Barnett B., Bradley, L. (2007).The impact of organizational support for career development on career satisfaction. Career Development International, 12(7), 617-636. Retrieved May 9, 1009, from ABI/INFORM Global database.
Bart, C., Baetz, M., Pancer, S.(2003).Leveraging human capital through an employee volunteer program: The case of Ford Motor Company of Canada. Journal of Intellectual Capital, 10 (1), 121-134. Retrieved May 9, 2009, from ABI/INFORM Global database.
Bontis, N., Serenko, A. (2009).A causal model of human capital antecedents and consequents in the financial services industry. Journal of Intellectual Capital, 10(1), 53-69. Retrieved May 9, 2009, from ABI/INFORM Global database.
Bretherton, T.(2008). Work and family policy: Spoilt for choice or spoilt by choice? Journal of Management and Organization, 14(3) 259-266. Retrieved May 11, 2009, from ABI/INFORM Global database.
Erdem, F., Ozen Aytemur, J. (2008). Mentoring-A Relationship Based on Trust: Qualitative Research. Public Personnel Management, 37(1), 55-65. Retrieved June 2, 2009, from ABI/INFORM Global database.
Ghazzawi, I. (2008 December). Job Satisfaction Antecedents and Consequences: A New Conceptual Fremework and Research Agenda. The Business Review, Cambridge 11(2),
Human Resource Development: Equality, Gender and Diversity
1-10. Retrieved June 2, 2009, from ABI?INFORM Global database.
Hezlett, S., Gibson, S. (2007). Linking Mentoring and Social Capital: Implications for Career and Organization Development. Advances in Developing Human Resources, 9(3), 384-412. Retrieved May 9, 2009, from ABI/INFORM Global database.
Hezlett, S., Gibson, S. (2005). Mentoring and Human Resource Development: Where We Are and Where We Need to Go. Advances in Developing Human Resources, 7(4), 446-469. Retrieved May 9, 2009, from ABI/INFORM Global database.
Keller, R. (2008). Make the Most of Mentoring. Journal of Accountancy, 206(2), 76-78,80,14. Retrieved May 9, 2009, from ABI/INFORM Global database.
Kontoghiorghes, C., Frangou, D. (2009). The Association Between Talent Retention, Antecedent Factors, and Consequent Organizational Performance. S.A.M. Advanced Management Journal, 74(1), 29-36,58,2. Retrieved May 9, 2009, from ABI.INFORM Global database.
Kulvisaechana, S. (2006). Human capital development in the international organization: rhetoric and reality. Journal of European Industrial Training, 30(9), 721-734. Retrieved May 9, 2009, from ABI/INFORM Global database.
Neal, A., West, N., Patterson, M. (2005). Do Organizational Climate and Competitive Strategy Moderate the Relationship Between Human Resource Management and Productivity? Journal of Management, New York 31(4), 492-512.Retrieved May 9,2009, from EBSCOhost database.
Olesen, C., White, D., Lemmer, I. (2007). Career Models and Culture Change at Microsoft. Organization Development, 25(2), 31-35,236. Retrieved May 9, 2009, from ABI/INFORM Global database.
Pitts, D. (2009). Diversity Management, Job Satisfaction, and Performance: Evidence from U.S. Federal Agencies. Public Administration Review, 69(2), 328-338. Retrieved May 9, 2009, from ABI/INFORM Global database.
Human Resource Development: Equality, Gender and Diversity
Satcher, D. (2009). Embracing Culture, Enhancing Diversity, and Strengthening Research. American Journal of Public Health: Supplement 1, 99(S1), S4.Retrieved May 9, 2009, from ABI/INFORM Global database.
Scroggins, W. (2003). Selection, meaningful work and employee retention: A self-concept based approach to person-job fit. Ph.D. dissertation, New Mexico State University, United States—New Mexico. Retrieved May 9, 2009, form ABI/INFORM Global database.
Smith, D. (2005). The relationship between career anchors and a team's ability to meet organizational goals: A case study. Ph.D. dissertation, Capella University, United States -- Minnesota. Retrieved May 9, 2009, from Dissertations & Theses, Capella University database.
Somaya, D., Williamson, I. (2008). Rethinking the ‘War on Talent’. MIT Sloan Management Review, 49(4), 29-34. Retrieved May 9, 2009, from ABI/INFORM Global database.
Yigitcanlar, T., Baum, B., Horton, S.(2007). Attracting and retaining knowledge workers in knowledge cities. Journal of Knowledge Management, 11(5), 6-17. Retrieve May 9, 2009, from ABI/INFORM Global database.
Younger, J., Smallwood, N., Ulrich, D. (2007). Developing Your Organization’s Brand as a Talent Developer. Human Resource Planning, 30(2), 21-29. Retrieved May 9, 2009, from ABI/INFORM Global database.