This book develops and amplifies the emerging concept of diversity intelligence, which is the capability of leaders to recognize the value of workplace diversity and to use this information to guide thinking and behavior. Organization leaders need diversity intelligence to better interact with the changing demographics in the US and the global economy, by embracing differences as strengths rather than weaknesses. Without a clear understanding of diversity, leaders are not fully equipped to realize organizational goals through all employees. The author highlights the importance of reimagining diversity and changing perspectives while integrating it into leadership and career development plans alongside intellectual intelligence, emotional intelligence, and cultural intelligence. In order to fully motivate diverse employees, leaders must first be able to recognize differences between themselves and others without it being an obstacle to performance. This edition addresses new topics related to allyship and anti-racism, and discusses how these concepts can sometimes hinder diversity efforts. This book fits in the literature in areas of leadership and business value and aims to satisfy the need for solutions to why diversity training and management efforts continue to fall short of stated goals within organizations. It is a window into how leaders can reflect on their actions and behaviors to effectively implement new diversity strategies, and is an essential read for HR researchers, professionals, consultants, and managers of global operating companies.
Organization leaders typically look at each job position, characterized as identical based on pay and job description, in the same way. They hire employees to do that particular job and often do not consider other capabilities that the employees may possess. This book examines how to optimize workforce performance by understanding the diversity of skills and competencies of employees. Diversity is generally explored in terms of gender, race, nationality, disability, and other physical characteristics that differentiate one legally protected group of people from another. In the workplace, however, diversity can take on a different meaning, describing not only physical differences but also work performance characteristics unique to each individual employee. Inter-personnel diversity seeks to explore those diverse characteristics and begin to understand each employee’s strengths and weaknesses so that they can be developed to benefit the employee and the organization. This much-needed text will inform scholars and scholar-practitioners in HRD and workforce development how to use these differences to enhance the individual and the organization.
This book analyzes the emerging concept of diversity intelligence, which values the differences in employees without attempting to make everyone alike. Organization leaders need diversity intelligence to better interact with the changing demographics in America and the global economy, by embracing differences as strengths rather than weaknesses. Without a clear understanding of diversity, leaders are not fully equipped to realize organizational goals through all employees. The author highlights the importance of integrating diversity intelligence into leadership and career development plans alongside intellectual intelligence, emotional intelligence, and cultural intelligence. In order to fully motivate diverse individuals, leaders must first be able to recognize differences between themselves and others without it being an obstacle to performance. This book is a window into how leaders can reflect on their actions and behaviors to effectively implement new strategies, and is an essential read for HR researchers, professionals, consultants, and managers of global operating companies.
This book explores the role of HRD professionals in ethical and legal decision making in the workplace. While previous books have described the need for ethics in HRD, this book presents ways that HRD scholars and professionals can influence, through collaborative relationships, effective implementation of ethical policies and legal standards in the workplace. The ethical policies of an organization provide a key insight into its values, and this book shows the relationship between those values and HRD practices, such as training and development, career development, and organization development. Exploring such topics as protected classes, diversity intelligence, employee rights, and employee privacy, this book will inform HRD scholars and professionals on researching and enhancing ethical and legal decision making in the workplace.
The history of human resource development embraces humankind's investment in one another's skills, knowledge, and abilities. As the field transitions into a more mature discipline, there is a need to understand the philosophies upon which certain theories and methodologies are based. Providing a historical narrative of HRD from the beginning of human history through modern times, this book reveals the consistent interaction between the philosophies of the time, theories, and methods of people management and how these philosophies impact what is known as HRD today. Drs. Gosney and Hughes offer a robust examination of HRD and provide a methodology for critical thinking to better understand the theories and assumptions of the field. They provide a model whereby scholars and practitioners can better understand and evaluate modern HRD through the context of HRD history.
Valuing People and Technology in the Workplace: A Competitive Advantage Framework introduces a more proactive, strategic approach to bring employees into, and develop them within, an organization. Interpreting and accepting this concept requires managers to think of employees as they would think of technology. Technology, equipment, and systems are strategically aligned within organizations. Integrating the literature from strategic technology management, strategic human resource management, and human resource development and exploring how this integration can provide competitive advantage to organizations for better implementation of people and technology development initiatives is a potential solution. Valuing People and Technology in the Workplace: A Competitive Advantage Framework provides a comprehensive framework that can be used to develop and design case studies that could measure the identified values that people, technology, and strategy can provide to the organization. This book aims to serve as a guide for managers and leaders as they develop strategies to introduce new people and technology into the workplace.
American Black women bring different interpersonal leadership styles to Fortune and non-Fortune 500 organizations. Their interpersonal leadership styles are developed at home, within their community, through their educational experiences, and within society. They bring unique perspectives to the workplace. Organizations that recognize, respect, and value their different viewpoints have leaders who are contributing to the financial growth of their organizations. American Black women have career capital to offer to organizations through their self-efficacy, emotional intelligence, and the leadership strategies that they understand and apply in the workplace. In addition they bring high educational achievement, practical skills, and analytical abilities that are useful when leading others. They bring a persistent work ethic, support for education and leadership development, and an enduring spirit of cooperation in the midst of undeserved, personal challenges to the workplace. They solve problems, help others succeed, enhance the workplace environment and organization culture, and help their organizations maintain competitive advantage in an evolving global economy. Executive leadership should lead the effort to enhance the role of American Black women within their organizations. Change begins at the top and integrating American Black women into executive leadership roles is a change initiative that must be strategically developed and managed through understanding who they are. This book provides a foundation upon which individuals and organizations can begin the change initiative through the use of the Five Values model as a career management system for developing and enhancing the careers of American Black women who are leading within and want to lead organizations.
American Black women bring different interpersonal leadership styles to Fortune and non-Fortune 500 organizations. Their interpersonal leadership styles are developed at home, within their community, through their educational experiences, and within society. They bring unique perspectives to the workplace. Organizations that recognize, respect, and value their different viewpoints have leaders who are contributing to the financial growth of their organizations. American Black women have career capital to offer to organizations through their self-efficacy, emotional intelligence, and the leadership strategies that they understand and apply in the workplace. In addition they bring high educational achievement, practical skills, and analytical abilities that are useful when leading others. They bring a persistent work ethic, support for education and leadership development, and an enduring spirit of cooperation in the midst of undeserved, personal challenges to the workplace. They solve problems, help others succeed, enhance the workplace environment and organization culture, and help their organizations maintain competitive advantage in an evolving global economy. Executive leadership should lead the effort to enhance the role of American Black women within their organizations. Change begins at the top and integrating American Black women into executive leadership roles is a change initiative that must be strategically developed and managed through understanding who they are. This book provides a foundation upon which individuals and organizations can begin the change initiative through the use of the Five Values model as a career management system for developing and enhancing the careers of American Black women who are leading within and want to lead organizations.
Managing Human Resource Development Programs makes the critical connection between HR development and the larger system of HR management. This book offers a framework for developing HR programs that are customizable to the needs of the organization.
Managing Technology and Middle- and Low-Skilled Employees explores the rapidly changing use of digital and systems innovations in the management of specific sectors of the workforce in the modern workplace across different industrial contexts.
Organization leaders typically look at each job position, characterized as identical based on pay and job description, in the same way. They hire employees to do that particular job and often do not consider other capabilities that the employees may possess. This book examines how to optimize workforce performance by understanding the diversity of skills and competencies of employees. Diversity is generally explored in terms of gender, race, nationality, disability, and other physical characteristics that differentiate one legally protected group of people from another. In the workplace, however, diversity can take on a different meaning, describing not only physical differences but also work performance characteristics unique to each individual employee. Inter-personnel diversity seeks to explore those diverse characteristics and begin to understand each employee’s strengths and weaknesses so that they can be developed to benefit the employee and the organization. This much-needed text will inform scholars and scholar-practitioners in HRD and workforce development how to use these differences to enhance the individual and the organization.
The history of human resource development embraces humankind's investment in one another's skills, knowledge, and abilities. As the field transitions into a more mature discipline, there is a need to understand the philosophies upon which certain theories and methodologies are based. Providing a historical narrative of HRD from the beginning of human history through modern times, this book reveals the consistent interaction between the philosophies of the time, theories, and methods of people management and how these philosophies impact what is known as HRD today. Drs. Gosney and Hughes offer a robust examination of HRD and provide a methodology for critical thinking to better understand the theories and assumptions of the field. They provide a model whereby scholars and practitioners can better understand and evaluate modern HRD through the context of HRD history.
This book explores the role of HRD professionals in ethical and legal decision making in the workplace. While previous books have described the need for ethics in HRD, this book presents ways that HRD scholars and professionals can influence, through collaborative relationships, effective implementation of ethical policies and legal standards in the workplace. The ethical policies of an organization provide a key insight into its values, and this book shows the relationship between those values and HRD practices, such as training and development, career development, and organization development. Exploring such topics as protected classes, diversity intelligence, employee rights, and employee privacy, this book will inform HRD scholars and professionals on researching and enhancing ethical and legal decision making in the workplace.
This book develops and amplifies the emerging concept of diversity intelligence, which is the capability of leaders to recognize the value of workplace diversity and to use this information to guide thinking and behavior. Organization leaders need diversity intelligence to better interact with the changing demographics in the US and the global economy, by embracing differences as strengths rather than weaknesses. Without a clear understanding of diversity, leaders are not fully equipped to realize organizational goals through all employees. The author highlights the importance of reimagining diversity and changing perspectives while integrating it into leadership and career development plans alongside intellectual intelligence, emotional intelligence, and cultural intelligence. In order to fully motivate diverse employees, leaders must first be able to recognize differences between themselves and others without it being an obstacle to performance. This edition addresses new topics related to allyship and anti-racism, and discusses how these concepts can sometimes hinder diversity efforts. This book fits in the literature in areas of leadership and business value and aims to satisfy the need for solutions to why diversity training and management efforts continue to fall short of stated goals within organizations. It is a window into how leaders can reflect on their actions and behaviors to effectively implement new diversity strategies, and is an essential read for HR researchers, professionals, consultants, and managers of global operating companies.
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