Diversity Wins: How Inclusion Matters
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Workgroup Diversity and Team Outcomes
Workgroup Diversity and Team Outcomes Carolina Zago Master in Human Resource Management and Organizational Consulting Supervisor: Ph.D. Ana Margarida Soares Lopes Passos, Associate Professor, Department of Human Resources and Organization Behavior, ISCTE – Instituto Universitário de Lisboa October, 2020 Workgroup Diversity and Team Outcomes Department of Human Resources and Organizational Behavior Workgroup Diversity and Team Outcomes Carolina Zago Master in Human Resource Management and Organizational Consulting Supervisor: Ph.D. Ana Margarida Soares Lopes Passos, Associate Professor, Department of Human Resources and Organization Behavior, ISCTE – Instituto Universitário de Lisboa October, 2020 i Workgroup Diversity and Team Outcomes RESUMO O objetivo deste estudo é explorar a relação entre diversidade em grupos de trabalhos e desempenho de equipas, quando mediado pela elaboração de informações relevantes às tarefas. Examinamos ainda o papel moderador da diversidade que acredita na segurança psicológica, com intuito de compreender o seu impacto na relação entre diversidade do grupo de trabalho e a elaboração de informações relevantes às tarefas. Duas dimensões de diversidade foram escolhidas para analisar, nomeadamente orientação sexual e idade. Foi usado um tamanho de amostra de 45 equipas de várias empresas de consultadoria na Europa. Os resultados mostram uma mediação dessa relação entre diversidade do grupo de trabalho e a elaboração de informações relevantes às tarefas, não significante. Em relação aos efeitos moderadores, diversidade de crenças sobre orientação sexual e idade não revelam um efeito significante na relação entre diversidade do grupo de trabalho e a elaboração de informações relevantes às tarefas. Porém, segurança psicológica mostra um papel de moderador significante nessa relação, isso significa que quando a segurança psicológica é alta, os membros de equipa são mais propícios a empenharem-se na elaboração de processos de informação. -
Systematic Review of Academic Bullying in Medical Settings: Dynamics and Consequences
Open access Original research BMJ Open: first published as 10.1136/bmjopen-2020-043256 on 12 July 2021. Downloaded from Systematic review of academic bullying in medical settings: dynamics and consequences Tauben Averbuch ,1 Yousif Eliya,2 Harriette Gillian Christine Van Spall1,2,3 To cite: Averbuch T, Eliya Y, ABSTRACT Strengths and limitations of this study Van Spall HGC. Systematic Purpose To characterise the dynamics and consequences review of academic bullying of bullying in academic medical settings, report factors in medical settings: dynamics ► This systematic review is comprehensive, including that promote academic bullying and describe potential and consequences. BMJ Open 68 studies with 82 349 consultants and trainees, 2021;11:e043256. doi:10.1136/ interventions. across several countries and including all levels of bmjopen-2020-043256 Design Systematic review. training. We searched EMBASE and PsycINFO for Data sources ► We defined inclusion criteria a priori and used es- ► Prepublication history and articles published between 1 January 1999 and 7 February additional supplemental material tablished tools to assess the risk of bias of included for this paper are available 2021. studies. online. To view these files, Study selection We included studies conducted in ► The included studies varied in their definitions of please visit the journal online academic medical settings in which victims were bullying, sampling bias was noted among the sur- (http:// dx. doi. org/ 10. 1136/ consultants or trainees. Studies had to describe bullying veys and intervention studies were suboptimally bmjopen- 2020- 043256). behaviours; the perpetrators or victims; barriers or designed. facilitators; impact or interventions. Data were assessed Received 29 July 2020 independently by two reviewers. -
Songs by Artist
Reil Entertainment Songs by Artist Karaoke by Artist Title Title &, Caitlin Will 12 Gauge Address In The Stars Dunkie Butt 10 Cc 12 Stones Donna We Are One Dreadlock Holiday 19 Somethin' Im Mandy Fly Me Mark Wills I'm Not In Love 1910 Fruitgum Co Rubber Bullets 1, 2, 3 Redlight Things We Do For Love Simon Says Wall Street Shuffle 1910 Fruitgum Co. 10 Years 1,2,3 Redlight Through The Iris Simon Says Wasteland 1975 10, 000 Maniacs Chocolate These Are The Days City 10,000 Maniacs Love Me Because Of The Night Sex... Because The Night Sex.... More Than This Sound These Are The Days The Sound Trouble Me UGH! 10,000 Maniacs Wvocal 1975, The Because The Night Chocolate 100 Proof Aged In Soul Sex Somebody's Been Sleeping The City 10Cc 1Barenaked Ladies Dreadlock Holiday Be My Yoko Ono I'm Not In Love Brian Wilson (2000 Version) We Do For Love Call And Answer 11) Enid OS Get In Line (Duet Version) 112 Get In Line (Solo Version) Come See Me It's All Been Done Cupid Jane Dance With Me Never Is Enough It's Over Now Old Apartment, The Only You One Week Peaches & Cream Shoe Box Peaches And Cream Straw Hat U Already Know What A Good Boy Song List Generator® Printed 11/21/2017 Page 1 of 486 Licensed to Greg Reil Reil Entertainment Songs by Artist Karaoke by Artist Title Title 1Barenaked Ladies 20 Fingers When I Fall Short Dick Man 1Beatles, The 2AM Club Come Together Not Your Boyfriend Day Tripper 2Pac Good Day Sunshine California Love (Original Version) Help! 3 Degrees I Saw Her Standing There When Will I See You Again Love Me Do Woman In Love Nowhere Man 3 Dog Night P.S. -
Optimal Team Composition: Diversity to Foster Implicit Team Incentives
Optimal Team Composition: Diversity to Foster Implicit Team Incentives Jonathan Glover Eunhee Kim Columbia Business School City University of Hong Kong May, 2020 Abstract We study optimal team design. In our model, a principal assigns either heterogeneous agents to a team (a diverse team) or homogenous agents to a team (a specialized team) to perform repeated team production. We assume that specialized teams exhibit a productive substitutability (e.g., interchangeable efforts with decreasing returns to total effort), whereas diverse teams exhibit a productive complementarity (e.g., cross-functional teams). Diverse teams have an inherent advantage in fostering desirable implicit/relational incentives that team members can provide to each other (tacit cooperation). In contrast, specialization both complicates the provision of cooperative incentives by limiting the punishment agents can impose on each other for short expected career horizons and fosters undesirable implicit incentives (tacit collusion) for long expected horizons. As a result, expected compensation is first decreasing and then increasing in the discount factor for specialized teams, while expected compensation is always decreasing in the discount factor for diverse teams. We use our results to develop empirical implications about the association between team tenure and team composition, pay-for-performance sensitivity, and team culture. Keywords: team composition, assignment problem, cooperation, collusion, team diversity We would like to thank Jeremy Bertomeu, Zeqiong Huang (discussant), Shinsuke Kambe, Takeshi Murooka, Shingo Ishiguro, Akifumi Ishihara, Hideshi Itoh, Anna Rohlfing-Bastian (discussant) and workshop participants at the Contract Theory Workshop (CTW) in Japan, the 13th EIASM Workshop on Accounting and Economics, and the 2018 MIT Asia Conference in Accounting for helpful comments. -
What Does Business Owe the World? US Sustainability Report Summary 2017 About This Report
What does business owe the world? US Sustainability Report Summary 2017 About this report The EY US Sustainability Report 2017 covers FY17, from 1 July 2016 to 30 June 2017. Several initiatives or stories that were launched in FY18 are included in this report as they may be relevant and provide more up-to-date information to our stakeholders. Ernst & Young LLP (together with its affiliate, Ernst & Young U.S. LLP) is a limited liability partnership organized in Delaware and is a member firm of Ernst & Young Global Limited, a UK company limited by guarantee (EYG). In this report, we refer to ourselves as “EY US” and “we.” EY refers collectively to the global organization of the member firms of EYG. Learn more This document is a high-level summary of our full sustainability report, available at ey.com. PURPOSE 2 ABOUT EY 3 SUSTAINABILITY 5 PRINCIPLES 9 PEOPLE 11 1 SERVICE 17 COMMUNITIES 19 ENVIRONMENT 23 LEARN MORE 25 1 US Sustainability Report Summary 2017 PURPOSE What happens when everyone in an organization is committed to a shared purpose? A word from Steve Howe, EY US Chairman and Americas Managing Partner Take a look around the world today, and you will see so impact to find one breakthrough idea, whether it is to redefine much that is inspiring — and that may make us feel uneasy. an important business process, to upend outmoded ways of New ways of working and connecting, enabled by advances in thinking or to instill a new passion for a community issue. technology and globalization, have accelerated to the point In the pages that follow, you will see the advances we have where what appears on the horizon is now right in our laps. -
Secure Your Future People Experience Five Imperatives for Action
Secure your future people experience Five imperatives for action www.pwc.com/people 2 | Secure your future people experience Contents 4 5 31 32 Your people experience is at risk Time to take action Do what’s best for you The way forward 6 Tackle ‘burnout’ and boost vitality 35 About the survey 13 Build social resilience 18 Nurture agility and adaptability 24 Support ‘intrapreneurship’ 27 Provide autonomy 3 | Secure your future people experience Leaders preparing for tomorrow’s workforce face a world where the old preconceptions do not apply. Yesterday’s assumptions about how workers behave and what they value are being upended. This is a new reality. Employers need to harness a different mix of skills, support new ways of working and learning, and create new work environments that meet the needs of a diverse workforce. People will demand to be more autonomous, entrepreneurial and free from the constraints of time and place. Businesses need to create a compelling people experience to drive success in a world where technology and changing expectations are redefining what working means for everyone. 4 | Secure your future people experience Your people experience is at risk Much of today’s conversation about the future of work depicts an epic battle between machines and humans. Technology – and technological determinism – is at the forefront of this way of thinking. It’s not a stretch to predict that technology will be embedded keep the best talent. The full results are published in Preparing for into just about everything; constant and extraordinary innovation tomorrow’s workforce, today.2 in artificial intelligence, robotics and the Internet of Things will continue to radically reshape work. -
Here the People’S Consent Is Being Manufactured by Our Government?
OPEN THE BOOKS THE DEPARTMENT OF SELFPROMOTION HOW FEDERAL AGENCY PR SPENDING ADVANCES THEIR INTERESTS RATHER THAN THE PUBLIC INTEREST FISCAL YEARS 2007 – 2014: OVERSIGHT STUDY U.S. GOVERNMENT PUBLIC AFFAIRS PUBLIC RELATIONS PR THE DEPARTMENT OF SELF-PROMOTION HOW FEDERAL AGENCY PR SPENDING ADVANCES THEIR INTERESTS RATHER THAN THE PUBLIC INTEREST FISCAL YEARS 2007 – 2014: OVERSIGHT STUDY PUBLISHED: NOVEMBER, 2015 By: Adam Andrzejewski, Chairman of American Transparency OpenTheBooks.com Dr. Tom Coburn, Honorary Chairman American Transparency “Open the Books is doing the work I envisioned when the Coburn-Obama bill became law. Their innovative app and other tools are putting sunlight through a magnifying glass.” March 11, 2014 OUR REPORT MADE POSSIBLE BY: The “Federal Funding Accountability and Transparency Act of 2006” Sponsors: Sen. Tom Coburn (R-OK) & Sen. Barack Obama (D-IL) (Public Law 109-282, 109th Congress) “Is the spending in the public interest or the special interest?” – U.S. Sen. Tom Coburn “I know that restoring transparency is not only the surest way to achieve results, but also to earn back the trust in government…” – U.S. Sen. Barack Obama TABLE OF CONTENTS INTRODUCTION & SUMMARY ........................................................................................................................... 5 Overview of the History of Government Public Affairs Officers ............................................................................ 6 TOP 10 TAKEAWAYS – THE DEPARTMENT OF SELF-PROMOTION ............................................................. -
Teacher Perspectives on Bullying and Students with Disabilities 1
TEACHER PERSPECTIVES ON BULLYING AND STUDENTS WITH DISABILITIES 1 Teacher Perspectives on Bullying Towards Primary-Aged Students with Disabilities By Lara Munro A research paper submitted in conformity with the requirements For the degree of Master of Teaching Department of Curriculum, Teaching and Learning Ontario Institute for Studies in Education of the University of Toronto Copyright by Lara Munro, April 2016 TEACHER PERSPECTIVES ON BULLYING AND STUDENTS WITH DISABILITIES 2 Abstract Bullying is an international phenomenon that impacts up to 70% of students. Research has consistently demonstrated that students with special educational needs are overrepresented as victims of bullying. Despite this high prevalence, limited research has explored teachers’ perspectives on this topic and the challenges they face in preventing bullying in the classroom. This study used a qualitative approach consisting of semi-structured interviews with two educators who are committed to anti-bullying education and inclusion. The purpose of the study included an exploration of strategies and practices used by educators to prevent and respond to bullying behaviour towards students with disabilities. This study looked at various disabilities, such as Autism, ADHD, physical disabilities, and Learning Disabilities. The study found that participating teachers primarily employ preventative approaches to bullying behaviour by creating an inclusive classroom environment, integrating anti-bullying education throughout the curriculum, and being involved in school and classroom-wide anti-bullying initiatives. Moreover, involvement in professional development specific to bullying was identified as a necessary component of reducing bullying behaviour in schools. Participants also identified many challenges they experienced, including lack of teaching staff to adequately support the integration of students with disabilities in a mainstream classroom. -
Mckinsey Quarterly 2015 Number 4.Pdf
2015 Number 4 Copyright © 2015 McKinsey & Company. All rights reserved. Published since 1964 by McKinsey & Company, 55 East 52nd Street, New York, New York 10022. Cover illustration by Vasava McKinsey Quarterly meets the Forest Stewardship Council (FSC) chain-of- custody standards. The paper used in the Quarterly is certified as being produced in an environ- mentally responsible, socially beneficial, and economi- cally viable way. Printed in the United States of America. 2015 Number 4 This Quarter It’s almost a truism these days to say that modern corporations must be agile. The pace of industry disruption arising from the digital revolution, combined with nimble, new competitors—including many from emerging markets—have raised the cost of complacency and rigidity. But what does it mean to achieve agility? This issue’s cover package tries to answer that question, starting with intriguing new McKinsey research. Using data from McKinsey’s Organizational Health Index, Michael Bazigos, Aaron De Smet, and Chris Gagnon show how organizations that combine speed with stability are far likelier to be healthy than companies that simply move fast. The utility sector is a striking example of one industry that needs to combine flexibility and stability. Although digital competitors, new data-based business models, and renewable-energy sources are changing the landscape in certain markets, the industry’s sprawl- ing base of heavy assets remains core to its future. Sven Heiligtag and his colleagues Dominik Luczak and Eckart Windhagen describe how a number of leading utilities are trying to straddle these two worlds, suggesting some lessons for companies in other sectors. -
Doe Cast All Employee Notification
THE NOTIFICATION AND FEDERAL EMPLOYEE ANTIDISCRIMINATION AND RETALIATION ACT (No FEAR Act) On March 3, 2011, Secretary Steven Chu issued a memorandum for all DOE employees, entitled “Equal Employment Opportunity and Diversity Policy Statement”. In his policy statement, Secretary Chu expressed his commitment to equal employment opportunity and diversity, and his support of the rights of employees to participate in the EEO process without fear of reprisal. The Secretary’s statement accords with the principles of the Notification and Federal Employee Antidiscrimination and Retaliation Act of 2002 (the “No FEAR Act”). The No FEAR Act is designed to reduce and prevent discrimination and retaliation, and to hold agencies and individuals accountable for their actions. The Act is also designed to promote the prompt resolution of complaints at the administrative level. PROHIBITION AGAINST DISCRIMINATION Pursuant to antidiscrimination laws, statutes, regulations and Executive Orders, the Department may not discriminate against any employee or applicant for employment on the basis of race, color, religion, sex, national origin, age, disability, marital status, political affiliation, genetic information, or sexual orientation, in any term, condition or privilege of employment. The No FEAR Act reinforces a number of Federal antidiscrimination laws, including: Title VII of the Civil Rights Act of 1964; the Equal Pay Act of 1963; the Age Discrimination in Employment Act of 1967 (ADEA); Sections 501 and 505 of the Rehabilitation Act of 1973; and The Civil Rights Act of 1991. WHISTLEBLOWER PROTECTION Under whistleblower protection laws, the Department may not take a personnel action, threaten to take a personnel action, or refuse to take a personnel action because an employee or applicant made a protected disclosure. -
Effects of Diversity in Teams and Workgroups: a Qualitative Systematic Review
International Journal of Business, Humanities and Technology Vol. 7, No. 2, June 2017 Effects of Diversity in Teams and Workgroups: A Qualitative Systematic Review Seyhan Güver & Renate Motschnig University of Vienna Faculty of Computer Science Vienna, Austria Abstract Over the past few decades, scholars have attempted to explore the effects of diversity on teams and workgroups. This study aims to assess the state of the art, to expose new trends in diversity research, and to consolidate the results of previous studies in order to infer common wisdom about effects of diversity on teams/workgroups in organizations. In this paper, 122laboratory and field studies, and 17 review studies conducted between 1959 and 2016were qualitatively and systematically analyzed. It has been observed that although there is no single commonly accepted effect of diversity on performance per se, it tends to have a negative impact on cohesion, communication, and integration, and is likely to increase conflict and turnover. On the positive side, diversity - up to a certain limit - tends to improve decision-making and problem-solving processes through higher creativity and innovation potential. Furthermore, it was demonstrated that reactions of team members to diversity vary; there is no straightforward association between diversity and team dynamics, as many factors influence this association. Nevertheless, this paper investigates how leaders/managers of multicultural can make the best of a diverse team based on the insights of this review. Keywords: diversity, heterogeneity, teams, workgroups, review, qualitative analysis 1. Introduction Organizations have been employing diverse teams and workgroups - either ‘by preference’ or ‘by compulsion’ -, in order to increase their competitiveness in this age of globalization, industrial developments, andrapid dissemination of information. -
The Effects of Group Personality Composition on Project Team Performance: Operationalizations and Outcomes
University of Tennessee, Knoxville TRACE: Tennessee Research and Creative Exchange Doctoral Dissertations Graduate School 5-2014 The Effects of Group Personality Composition on Project Team Performance: Operationalizations and Outcomes Mark Collins University of Tennessee - Knoxville, [email protected] Follow this and additional works at: https://trace.tennessee.edu/utk_graddiss Part of the Business Administration, Management, and Operations Commons, and the Organizational Behavior and Theory Commons Recommended Citation Collins, Mark, "The Effects of Group Personality Composition on Project Team Performance: Operationalizations and Outcomes. " PhD diss., University of Tennessee, 2014. https://trace.tennessee.edu/utk_graddiss/2684 This Dissertation is brought to you for free and open access by the Graduate School at TRACE: Tennessee Research and Creative Exchange. It has been accepted for inclusion in Doctoral Dissertations by an authorized administrator of TRACE: Tennessee Research and Creative Exchange. For more information, please contact [email protected]. To the Graduate Council: I am submitting herewith a dissertation written by Mark Collins entitled "The Effects of Group Personality Composition on Project Team Performance: Operationalizations and Outcomes." I have examined the final electronic copy of this dissertation for form and content and recommend that it be accepted in partial fulfillment of the equirr ements for the degree of Doctor of Philosophy, with a major in Business Administration. Anne D. Smith, Major Professor We