“A GEM” for increasing the effectiveness of diversity training

Questions about diversity training's utility and effectiveness remain despite its widespread use and the significant investments many firms make in such training. As a result, some HR practitioners have doubts about its relevance in the workplace. In this paper, we envision a future state of diversity training whereby diversity is embedded into work practices and programs through direct knowledge transfer, continuous skill development, and accountability for learning. We recommend four specific guidelines that HR leaders can follow to achieve this “future state” called A.G.E.M.—Approach, Goals, Executive Commitment, and Mandatory Attendance. We suggest that following the A.G.E.M. approach will lead to the kind of transformative behavioral changes required for effective diversity training programs.     

Age diversity management and organisational outcomes: The role of diversity perspectives

Several macro‐level and meso‐level factors have led to unprecedented proportions of aged employees in organisations, resulting in higher levels of age diversity. Little is known about which age diversity practices and programmes are effective in which types of organisations for which outcomes. Derived from social exchange theory, this paper proposes and tests positive relationships between age diversity practices and organisational outcomes and work‐life programmes and organisational outcomes. Derived from contingency theory, it also proposes and tests for a moderating effect of diversity perspective (fairness and discrimination vs. synergy) on the two main relationships. Data were collected from 248 medium to large‐sized for‐profit organisations. The results partially support both main effect hypotheses and one moderating effect hypothesis. The findings suggest different organisational outcomes for age diversity practices and work‐life programmes. Theoretical and practical implications are discussed.     

苏宁环球转型多元化

苏宁环球土地过于集中的风险、依靠大股东注资不能成为持续发展动力以及大盘开发风光不再，使其开始多元化战略转型。能否提供适销对路的产品和在低负债率下举债购入优质土地是有效扩张路径。     

The diversity of diversity: work values effects on formative team processes

The benefits and drawbacks of homogeneity and heterogeneity for staffing work teams have been debated at length. The relevance of work values and work values similarity for effective team processes has been largely ignored, however. This article discusses the conditions under which work values and different work values types will impact early team processes and the implications of these relationships for staffing. Ways that work values similarity can mitigate against the negative effects of demographic diversity are discussed.     

ISO 10015培训标准在岗位培训中的具体应用

近几年来,我厂一直把发展职工教育作为人力资源开发的核心和提升企业竞争力的根本大计。并纳入企业长远发展和年度生产经营目标。职工教育的重点由原来的中级技术培训转移到岗位培训。2007年度我厂有职工2480人,各类培训人数达到1000余人,其中岗位培训800余人。主要为转炉炼钢工、检修电工、检修钳工、天车工等关键工种。     

Perceived training benefits and training bundles: a Canadian study

The purpose of this study is to examine the link between training and the perceived contribution of training to enhanced productivity or cost reduction. Using data from 92 Canadian organizations, the results show that organizations with higher percentage of trained employees are likely to perceive training to be beneficial. In addition, the results indicate that perceived benefits of training are further enhanced by the presence of human resources management practices that either encourages employees to undertake training (the motivation bundle) and/or provides a systematic assessment of post-training effectiveness (the assessment bundle). The evidence however also shows that open climate as measured by autonomous work systems nullifies the benefits of training, suggesting that under such a structure, employees are unlikely to put in practice the skills they acquired during training.     

Do external diversity practices boost focal firm performance? The case of supplier diversity

Based on the resource-based view, we propose that external diversity practices such as supplier diversity may affect firm performance. We find that the relationship between supplier diversity and short-term performance (i.e. productivity) is moderated by context such that firms in declining industries experience positive productivity effects while firms in munificent industries witness negative effects. For longer-term profitability (i.e. Tobin's q), we do not find support for a positive relationship between supplier diversity and long-term performance. However, positive supplier diversity effects emerge in munificent environments. Overall, in support of the strategic human resource management approach, we conclude that the effect of external supplier diversity on firm performance is contingent upon environmental munificence, which documented the necessity to include supplier diversity as a relevant component of a comprehensive diversity and equality management system.     

The effects of diversity on business performance: Report of the diversity research network

This article summarizes the results and conclusions reached in studies of the relationships between race and gender diversity and business performance carried out in four large firms by a research consortium known as the Diversity Research Network. These researchers were asked by the BOLD Initiative to conduct this research to test arguments regarding the “business case” for diversity. Few positive or negative direct effects of diversity on performance were observed. Instead a number of different aspects of the organizational context and some group processes moderated diversity‐performance relationships. This suggests a more nuanced view of the “business case” for diversity may be appropriate. © 2003 Wiley Periodicals, Inc.     

Managing cross-national and intra-national diversity

Organizations have to contend with growing diversity in their managerial and professional ranks, both cross-nationally and intranationally. This article examines the similarities and differences in processes and dynamics of managing diversity in cross-national and intranational contexts. Similarities include the acculturation process and the styles and patterns of communication. Differences revolve around legislation, magnitude, and time horizon. Training programs designed to raise consciousness/awareness and to improve communication competency are presented. The implications for human resource management practices are then discussed. © 1993 by John Wiley & Sons, Inc.     

在差异化中寻商机——访浙江诺力机械股份有限公司董事、副总经理毛英

浙江诺力机械股份有限公司位于浙江省长兴经济开发区，是国内专业资深的仓储搬运设备制造企业，公司在册员工1700多人，占地面积300多亩，拥有资产5．05亿元。2007年，诺力生产和销售手动液压托盘搬运车、叉车等仓储搬运设备75万台，完成销售收入近10亿元，实现出口创汇近1亿美元；连续七年产销量名列国内同行业第一，平均以每年48％的增长速度快速发展。     

The industrial relations of training: a reconsideration of training arrangements

The training debate has suffered from a tendency to over-state the consensual nature of skill formation. This position is challenged through an extended literature review and case study evidence from the printing industry. The article highlights the need for a broader conceptual framework for understanding training provision and bargaining arrangements     

An investigation of training activities and transfer of training in organizations

The purpose of this study was to investigate the extent to which organizations implement training activities for facilitating the transfer of training before, during, and after training and the relationship between these activities and the transfer of training across organizations.Training professionals from 150 organizations reported that 62%, 44%, and 34% of employees apply training material on the job immediately, six months, and one year after training. In addition, their organizations were significantly more likely to use training activities to facilitate transfer during training than either before or after training. Further, training activities before, during, and after training were significantly related to the transfer of training; however, activities in the work environment before and after training were more strongly related to transfer than activities during training. The practical and research implications of these findings are discussed for improving the transfer of training in organizations. © 2006 Wiley Periodicals, Inc.     

Diverse approaches to managing diversity

Against a backdrop of philosophical and political debate, this article reviews the emerging pitfalls of new corporate diversity programs. Three pioneering corporate programs are examined closely, and a discussion of the purpose, the process, and the impact of these programs is offered. Original survey data reported here suggest that exposure to diversity issues affects workplace attitudes. Lessons are drawn that address the role of top leadership, participant mix, instructor quality, and corporate culture.     

Recognizing the benefits of diversity: When and how does diversity increase group performance?

Diversity does not only bring positive consequences. It has often been recognized that heterogeneity in teams can reduce intra-group cohesiveness, and that it can lead to conflicts and misunderstandings which, in turn, can lower employee satisfaction, citizenship behaviors and increase turnover. On the other hand, there is also evidence for performance-increasing effects of diversity because it can improve creativity and innovation through the team members' greater variety of perspectives. Little is known, however, about the conditions and the psychological mechanisms required for increasing group performance under diverse settings. Answers to research questions such as how and when diversity influences performance at work are still limited. The purpose of the paper is to provide theoretical answers to these questions by proposing a model of managing diversity which draws on social psychology theories. The model brings a new perspective by identifying the process of learning from one another's identity within a group. This process underlies two different levels of mechanisms (individual and group level). The model proposes that when these social psychological mechanisms are activated, diversity will lead to an increase in group performance. The model also suggests that collective identity is salient and when psychological safety climate are the psychological conditions that activate these mechanisms.