Managing Diversity considers the implications of diversity for the development and synthesis of specific human resource policy areas. The contributors provide a range of perspectives on the significance of workforce diversity for the human resource domain and the workplace in general. The degree to which current theory and practice have incorporated issues of diveristy management is reviewed. The book:
Provides examples of specific sources of diversity among employees Scrutinizes the effectiveness of current human resource practices Suggests approaches for modifying human resource systems to support a managing diversity strategy Discusses the implications of employee diversity for future theory and practice
Managing Diversity is the first book to examine in detail how specific human resource functions need to be modified to support workforce diversity.Series Preface.
Acknowledgements.
Introduction.
Part I: Recruiting and Selecting a Diverse Workforce:.
1. EEO Law and Managing Diversity: Elaine K. Yakura.
2. The Implications of a Diverse Labor Market on Human Resource Planning: Richard D. Arvey, Ross E. Azevedo, Daniel Ostgaard and Sumita Raghuram.
3. Diversity Considerations in Staffing Decision Making: Robert L. Heneman, Nancy E. Waldeck and M. Cushnie.
Part II: Developing and Motivating a Changing Workforce:.
4. Mentoring in a Context of Diversity and Turbulence: Kathy E. Kram and Douglas T. Hall.
5. Performance Appraisal and Demographic Diversity: Issues Regarding Appraisals, Appraisers, and Appraising: Chao C. Chen and Nancy DiTomaso.
6. The Role of Training in a Changing Workforce: New Perspectivesl'
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