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The Multi-Cultural Workforce, 2004.
This paper discusses the benefits of a multi-cultural workforce.
1,660 words (approx. 6.6 pages), 10 sources, APA, £ 36.95
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Abstract
This paper explains that most American companies hire a multi-cultural workforce because its diversity offers a significant advantage, locally and globally. The author points out that a multi-cultural workforce is able to give a more appropriate response to increasingly diverse consumers; therefore, by increasing multi-cultural diversity in the workforce, companies are capable of increasing sales and productivity to reach wider markets. The paper relates that companies with multi-cultural workforces must be aware that diversity also can be dysfunctional by producing negative dynamics such as stereotyping, cultural clashes and imbalanced power.
From the Paper
"A prime example is the Hispanic ethnic group; they are a large part of the growing diverse workforce. According to Imberman and deForest they state, working with the Hispanic ethnic groups, a person can detect the lack of knowledge stemming from their backgrounds. Hispanics are hard workers and embrace their bosses with high regard. Imberman and deForest write about an incident where a manager wanted to increase the productivity of the plant, he decided to dress down and become more relaxed with the employees. Within the Hispanic work ethic, this type of action demonstrates the manager is not of leadership quality, and is not to be as respected. The workers see the manager as less of a leader and more of an equal. Within the Hispanic ethnic group, an individual does not need to speak Spanish to increase productivity or promote good work habits; an individual just need to show respect, and make clear what to expect from them."
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Cultural Diversity in the Workforce, 2002.
An investigation of various factors concerning multiculturalism in the workplace.
2,650 words (approx. 10.6 pages), 6 sources, £ 67.95
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Abstract
This paper investigates the impact that cultural diversity has within the workplace in terms of its positive and its negative assets. This is achieved through examining the process through which multiculturalism benefits the workplace, and the problems that can result from a multi-ethnic setting created on insecure terms. In addition, the legal process of promoting a culturally diverse environment is also addressed, especially the concept of hiring quotas and how these quotas might in turn foster reverse discrimination if used.
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The Multi-Generational Workforce, 2007.
This paper is an extensive literature review and a research proposal to study quantitatively the work values of the Generation X (1961-1981) and the Millennium Generation (1982-2000) also know as the Generation 'Y' or Generation "Why".
16,675 words (approx. 66.7 pages), 70 sources, APA, £ 172.95
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Abstract
This paper explains that the literature review illustrates that the expectations of employees differ within the generations in today's workforce and unless managers have a sound knowledge-base of the needs and expectations of the organization's employees, keeping these employees motivated may prove to be difficult. The author relates that Donald Super's work values inventory (WVI) will be used to measure the work values of Gen X and the Millenniums based on 15 sub-scale work values. The paper includes detailed figures, tables, graphs and quotations to illustrate the many difference between these generations.
Table of Contents
Project Introduction
Objective
Introduction
Statement of the Problem
Purpose
Instrument
Questions of the Research
Data Analysis
The Work Values Inventory (WVI)
Literature Review
Background
Different Influences in the Lives and World of Generation X and the Millennial
Generation
Generation X (born 1965-1980)
Generation Y (Why) (Born 1982-2003)
Communication Style Differences
Generation X (1965-1980)
Population by Generation
Education Attainment of Generation X Men and Women
The Diversity of Generation X
Employment Status of Generation X
The Millennial Generation (1981 - Present)
Generalizations about Generations--Categorizations vs. Stereotypes
Workplace Supply and Demand Trends
Needed Changes in the Organization
Creating Structure for Millennials
Six Principles of Millennial Management
Internal Customer Service
Do's and Don't for Companies Hiring Millennials
Work Expectations
Personal Attention
Value
Structure and Detail
Use of Technology
Communication Tools
Listen
Provide Individual Time
Provide Many Details
Praise
Changes Millennials Bring to the Workplace
Events, Values and Motivators - Generation X
Events, Values and Motivators - Millennial Generation
Summary of the Literature Reviewed
Methodology
Data Collection and Analysis
Population
Procedure
Instrument
Scoring the WVI
Reliability and Validity
Work Values Inventory Definitions
Time Frame for Completing of Work Values Inventory
From the Paper
"The Millennial Generation is causing a stir all the way around as this generation is "difficult to reach and understand". Millennials have gained the attention of all sector of business. Gerarci specifically reports from a retail point of view. While Generation X was one of individuals were "individualistic, untrusting and pessimistic" and in all truth lived in a "parent-centric world" which meant that "marketing to children was really accomplished by marketing to their mom." This has changed with Millennials "born during the longest economic boom in history." This group has gained "tremendous economic power"."
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Cross-Cultural Management, 2002.
An analysis of cross-cultural management in the workplace.
2,862 words (approx. 11.4 pages), 6 sources, MLA, £ 59.95
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Abstract
This paper discusses how to manage cross-cultural differences in the workplace so that the rights and sensibilities of each person are respected. It shows by example how a good manager can use determination and creativity to solve cross-cultural misunderstandings, but how it also requires a corporate culture that supports such managerial tasks. It considers how human nature makes us categorize automatically and how most workers and indeed most managers are unaware of the ways in which they may either discriminate against or try to suppress differences in today?s multi-cultural workforce.
From the Paper
"Although it is a clich? of the business world, it is nonetheless also true that no business that neglects ? or abuses ? its workers can prosper for long. Badly trained, badly prepared, or badly treated workers do not do their best ? and indeed, why should they? The best way to get the most out of a worker is to ensure that that worker feels appreciated and respected, and it is the job of those in supervisorial and managerial positions who must ensure that an environment of mutual respect in instigated and maintained."
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Successful Management of a Diverse Workforce, 2005.
This paper studies cultural diversity within the workplace and discusses factors for the successful management of such a workforce.
1,800 words (approx. 7.2 pages), 5 sources, £ 49.95
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Abstract
This five page paper discusses managing a diverse workforce. The author notes that successful management of a diverse workforce primarily depends upon an awareness of how racial, cultural and regional values influence the performance and interaction of employees. The writer further discusses that the emotional freedom to be forthright about race, gender and cultural values is often related to greater job satisfaction and, ultimately, to greater individual and perhaps even collective productivity.
From the Paper
"Successful management of a diverse workforce primarily depends upon an awareness of how racial, cultural, and regional values influence the performance and interaction of employees. The emotional freedom to be forthright about race, gender, and cultural values is often related to greater job satisfaction and, ultimately, to greater individual and perhaps even collective productivity. In order to promote this attitude, managers should be aware of studies which have found that minorities working for companies with nondiscrimination policies that included effective cultural diversity programs were more satisfied with their jobs, since a positive working environment is certain to foster greater job satisfaction, peer acceptance, and workplace morale."
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"Workforce 2000", 2002.
A review of the paper "Workforce 2000", written in 1987 as a study of the American workforce.
9,661 words (approx. 38.6 pages), 32 sources, MLA, £ 136.95
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Abstract
This paper reviews "Workforce 2000", a report prepared by the Hudson Institute under a United States Department of Labor contract. The purpose of the report is to project the character of the American industrial environment in the early-years of the 21st century, and to assess the probably skills requirements and supply that will characterize that environment. The paper uses examples of real companies such as Microsoft.
From the Paper
"One of the more significant of the projections presented in Workforce 2020 is that by 2010 employers will be required to turn to older workers to fill their human resource requirements. In 1980, as an example, new entrants comprised 18 percent of the nation?s workforce. By 1997, however, new entrants accounted for only seven-percent of the workforce. Compounding the effects of this trend is the aging of the baby-boomer generation. By 2010, baby-boomers will begin reaching the present retirement age of 65, and the number of new entrants into the workforce will be insufficient to replace the baby-boomers should they retire (McIntosh, 2000). As a consequence of the intersection of these two trends that is projected to occur in 2010, employers will be forced to attempt to recruit older workers to fill their human resource requirements."
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A Well-Trained and Skilled Workforce, 2005.
This paper explores the cost-benefit of a well-trained and skilled workforce.
2,745 words (approx. 11.0 pages), 8 sources, MLA, £ 57.95
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Abstract
This paper explains that the benefits of having a well-trained and highly skilled workforce indicate that not only are the costs worthwhile but also that having a well-trained and skilled workforce is essential to an organization's success. The author points out that a well-trained and highly skilled workforce allows the organization to complete the necessary tasks better, which makes the organization better able to reach its goals, especially in the area of customer relationships. The paper relates that, in a highly competitive business environment, this level of workforce is more likely able to produce continuous improvement, which is essential to a company's long-term success.
From the Paper
"The final point it is important to make is that an organization in the current competitive business environment needs to do everything possible to operate as effectively and efficiently as possible. It must make the best use of every resource, recognize and use every opportunity to its advantage, and avoid as many costly mistakes as possible. All of these things are possible with a highly skilled and well-trained workforce. Firstly, making the best use of every resource means having employees with the skills to use the resources available. For example, consider an organization that has an expensive market research tool that analyzes customer data and shows trends in that data."
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Expatriate U.S. Managers and Cultural Adaptation, 2003.
Examines the issue of expatriate U.S. managers and their cultural adaptation .
5,290 words (approx. 21.2 pages), 24 sources, APA, £ 93.95
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Abstract
The paper examines the issue of expatriate U.S. managers and their cultural adaptation. It provides an overview of the topic and looks at the multiple challenges that expat managers face. The paper looks at the necessary core competencies and attributes as well as the need to develop a multicultural, international workforce.
From the Paper
"Expatriate American managers working in such locations as Europe Asia Latin America and the Middle East face multiple challenges that must be met and overcome if they and their companies are to succeed in the global marketplace ..."
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Managing in Today's Workforce, 2002.
This paper discusses the importance of effectively managing the diverse workforce of today.
2,400 words (approx. 9.6 pages), 5 sources, £ 61.95
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Abstract
This ten-page graduate paper discusses the importance of effectively managing the diverse workforce of today. The workforce today is very different from what it used to be some decades ago, this is because of the rapid changes that the corporate world has encountered in the United States. With these changes, a change in human resource management practices is also required.
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Diverse Workforce, 2002.
Discusses management and training of a diverse workforce.
2,400 words (approx. 9.6 pages), 10 sources, £ 61.95
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Abstract
This paper discusses management and training of a diverse workforce--a true need of today when the American workforce is becoming increasingly diverse. The best practices model applied by teachers in the diverse classroom would be a good framework for organizations to work in. For affirmative action that forces the acceptance of diversity must be put in practice to avoid difficult circumstances.
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The Canadian Workforce, 2005.
This paper presents some problems and solutions for immigrant diversity in the Canadian workforce.
4,500 words (approx. 18.0 pages), 16 sources, £ 123.95
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Abstract
The paper observes the diverse Canadian workforce as it applies to the immigrant contingent. The paper illustrates how immigrants face many struggles and inequalities when entering the workforce. The paper discusses some of these inequalities, which include earnings upon entry, cheapening of their human capital, expectations and difficulties with assimilation, and troubles with furthering their education. These problems are discussed, as well as some policy changes which Canada might implement in order to make the workplace more fair and friendly for its immigrant workers.
From the Paper
"During the past century, the civilized nations of the world, most importantly those found in North America in Canada and the United States, have done much in the way of diversifying their workplaces and workforces. Minorities have been given greater opportunities for not only workforce placement and advancement, but also for better education and training, as well as overall better treatment. Yet, while native-born Canadian minorities might now be receiving better and even just treatment and opportunities, those that immigrate to Canada still are doomed to face discrimination, lesser economic and employment prospects and an overall lesser quality of life."
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Workforce Management, 2002.
A discussion of workforce diversity and employee motivation.
1,550 words (approx. 6.2 pages), 8 sources, MLA, £ 34.95
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Abstract
Workforce diversity and employee motivation are two important issues the human resource manager must deal with. Managing these issues incorporates the four activities of management: planning, organizing, leading and controlling. This paper examines how the four activities are part of human resource management, with a focus on workforce diversity and employee motivation.
From the Paper
"Planning for human resources means ensuring that there are enough staff available now and that the future staffing requirements are planned for. This also includes taking into account changes in the future. If the company is going to expand or to change direction, the effectiveness of staff must be planned for. Planning impacts on employee motivation in several important ways.
"Firstly, changes to staff requirements must be planned for and staff reactions to change should not be ignored. One thing can be almost assured in any changes that effect staff: that the natural reaction will be to reject the changes. The most effective way to prevent this is to predict it and take action to prevent it. Planning of changes to staff should include informing staff of the changes and gaining their support. This will result in less stress and uncertainty for the staff, as well as showing them that they are important enough to be considered. This is a motivating factor for staff."
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Nursing Workforce Shortage, 2007.
This paper describes the current nursing workforce shortage in the US, in general, and in Mississippi in particular.
2,218 words (approx. 8.9 pages), 16 sources, MLA, £ 47.95
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Abstract
The paper discusses the indicators and contributing factors to nursing workforce shortages. The paper then examines the impact and corrective measures necessary. The paper reveals that without intervention, the current nursing workforce shortage is only expected to grow. The paper concludes that there is much need for concern with the nursing shortage.
Outline:
Indicators
Contributing Factors
Impact
Corrective Measures
Conclusion
From the Paper
"There has been much work to study the current and projected nursing workforce shortages because of their vast impact on healthcare and the nation in general. There is a current Registered Nurse national vacancy rate of 8.5% (American Association of Colleges of Nursing [AACN], 2007). These vacancy rates soar even higher when looking at evening and night shifts. Because nursing requires personal twenty-four hours a day, seven days a week, three hundred and sixty-five days a year, healthcare facilities are having increased difficulty in filling "off shift" vacancies. Of hospitals surveyed in 2006, "off-shift" vacancies were reported in 77% to 85% of hospitals (Nursing vacancies decline, 2006)."
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Workforce Challenges, 2007.
This paper analyzes the books "Talking from 9 to 5: Women and Men at Work" by Deborah Tannen and "Workforce 2020" by Richard W. Judy and Carol D'Amico.
1,281 words (approx. 5.1 pages), 2 sources, MLA, £ 30.95
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Abstract
The paper discusses Deborah Tannen's work, "Talking from 9 to 5: Women and Men at Work", which describes the difficulties women face when they attain positions of authority. The paper shows how women are perceived as mothers, rather than leaders or managers. The paper also looks at Richard W. Judy and Carol D'Amico's work, "Workforce 2020", which discusses how workers will need to prepare for the coming years in the workforce and be prepared for more change than ever before.
From the Paper
"Stereotyping, as in "mother," "nurse," "teacher," and many other stereotypes about women are also at work here. There are many stereotypes for women that follow them into the workplace, whether they are justified or not. These stereotypes are used throughout society, not just in the workplace, and they add to the divide between men and women in authority. Even the news media uses stereotypes in unflattering ways, which simply reinforces the stereotypes and the behavior. Tannen gives several examples of media describing women in power in unflattering feminine tunes, something that is far less common with men in power."
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