Introduction. When Seeking Employment, One Searches For

Slowly, society is changing its views about diversity. Beginning with strong legislation regarding anti-discrimination in the workplace, laws have been established, in the United States, from the Civil Rights Act and Title VII of 1964 (which prohibits discrimination based on race, color, sex, religion, and natural origin), Age Discrimination Act of 1967, Pregnancy Discrimination Act of 1978, and the Americans with Disabilities Act of 1990, just to name a few. These, and a multitude of other laws, have been created as a need to comply with equal opportunity employment objectives as well as a personal feeling of wanting to “do the right thing.” Now, many decades later, it’s not just doing the right thing but rather doing the “smart thing”. With a global economy, a technological revolution, and both customers and suppliers coming from diverse backgrounds, it makes

From Hollywood to the the social sector, diversity, rather the lack thereof, has been a topic of conversation. Although many organizations have begun to advocate for diversity, more work must be done. Across the social sector,women and people of color remain severely underrepresented in leadership positions. Organizations must become intentional about creating a diverse workforce and implementing inclusive policies that foster positive work environments. When employees feel represented and included they are happier and more likely to contribute to fulfilling the organization's mission.

The issue of diversity in the workplace surfaced as the world began to change. The Civil Rights Act of 1964 is a piece of legislation in the United States that outlawed egregious forms of discrimination against African Americans and women for all forms of segregation. The Civil Rights Act of 1964 terminated unequal applications in voter registration, racial segregation in schools, the workplace, and all facilities that offered services to the general public. (Civil.Law.com) The Civil Rights Act of 1964 opened the door for many Americans to advance in the workplace and schools. As the decades moved forward the Civil Rights Act of 1964 need to be updated to adapt to the new changes in the world. The Civil Rights

During the last part of this century, businesses and organizations have heavily relied on affirmative actions laws to ensure equal employment opportunities. The failure of this dependence upon legislation is that is doesn't address the full spectrum of diversity in the workplace (6). Affirmative actions laws have limitations, discriminating against people holding protected-class status such as women, African Americans, Hispanic Americans, Asian Americans,

Diversity is a wonderful asset to an organization and brings with it many benefits. Employees bring in their own personal experiences and knowledge to the team (Burns & Kerby, 2012). Having diverse teams allows for the possibility to fix a problem or perfect a process by using different employee’s experiences and past knowledge to find solutions. A diverse workforce can drive economic growth and capture a greater share of the consumer market (Burns & Kerby, 2012). With diversity as a core value, the recruitment pool is widened to find the most qualified candidate and reduces employee turnover as a result. An organization can be highly competitive with a diversity initiative by adapting to a changing environment (Burns & Kerby, 2012).

The way in which an organization tackles diversity determines its negative or positive outcome. All the 5 companies agreed that diversity has contributed to their success. Some barriers were identified in managing diversity like the difficulties faced by women in managing the work and family, fear of discrimination, resistance to change, diversity is not seen as an organizational priority, resistance to change and unsupportive working environment for diverse employees. Diversity contributes to more productivity but if not properly managed could hinder success.

The United States is one of the most diverse nations on the earth, originally conceived so, and often described as a great melting pot, as “all nations are melted into a new race of man, whose labours and posterity will one day cause great changes in the world” (St. John de Crèvecoeur, 1782). Yet, despite the country’s diverse population, the workplace remains a place of inequality as women and minorities continue to earn less than their white male counterparts (U.S. Bureau of Labor Statistics, 2011; U.S. Census Bureau, 2009) and advance less in managerial and professional positions (Kinicki & Kreitner, 2008). The question of workplace diversity is a polarizing debate with proponents of diversity measures arguing the business benefit of

Most people assume that workplace diversity is about increasing racial, national, gender, or class representation -- in other words, recruiting and retaining more people from traditionally underrepresented "identity groups." Taking this commonly held assumption as a starting point, we set out six years ago to investigate its link to organizational effectiveness. We soon found that thinking of diversity simply in terms of identity-group representation inhibited effectiveness. Organizations usually take one of two paths in managing diversity. In the name of equality and fairness, they encourage (and expect) women and people of color to blend in. Or they set them apart in jobs that relate specifically to their backgrounds, assigning them, for example, to areas that require them to interface with clients or customers of the same identity group. African American M.B.A. 's often find themselves marketing products to innercity communities; Hispanics frequently market to Hispanics or work for Latin American subsidiaries. In those kinds of cases, companies are operating on the assumption that the main virtue identity groups have to offer is a knowledge of their own people. This assumption is limited -- and limiting -- and detrimental to diversity efforts. What we suggest here is that diversity goes beyond increasing the number of different identity-group affiliations on the payroll to recognizing that such an effort is merely the first step in managing a diverse workforce for the

With the changing demographics of the U.S. workforce (Ng & Burke, 2005) and the need for organizations to continually innovate their products and services to remain competitive, embracing diversity and the benefits its brings is going to be key to driving a successful organization

Today's workplace is more diverse than it has ever been in history. While the workforce has made strides in the direction of equality, it is still far from attaining total equality in the workplace. A company must value diversity. The main objectives of valuing diversity include awareness, education, and positive recognition of the differences among people in the workforce. Organizations are increasingly emphasizing group work or teamwork as a source of competitive advantage in a diverse workforce. It has been suggested that such organizations must target their recruitment efforts at applicants who are both diverse and amenable to working in teams ( Rau, Hyland 2003).

A pyramid is a structure or monument, usually with a quadrilateral base, which rises to a triangular point. In the popular imagination, pyramids are the three lonely structures on the Giza plateau at the edge of the Sahara Desert but there are over seventy pyramids in Egypt stretching down the Nile River Valley and, in their time, they were the centers of great temple complexes. Although largely associated exclusively with Egypt, the pyramid shape was first used in ancient Mesopotamia in the mud-brick structures known as ziggurats, and continued to be used by the Greeks and Romans. Pyramids are also found south of Egypt in the Nubian kingdom of Meroe, in the cities of the Maya throughout Central and South America, and, in a variation on the form, in China.

Ever since I was a child I knew that I wanted to work with animals. Horses, in particular, have always fascinated me. After much begging, pleading, years of convincing, and always working hard to save up money, I convinced my parents to allow me to buy a horse. To me, Indie was the most beautiful quarter horse I could have ever dreamed of getting. Since our purchase of Indie, we have acquired another horse, Sherman, and a pony, Tucker. Although the horses have always been hard work, they were worth every sweaty hot summer evening of mucking out the stalls and frigid winter mornings of carrying water to the trough in order to avoid freezing our hoses. After all, I used to dream of being a veterinarian and helping all kinds of animals in some way.

Plato’s Republic, a dialogue known and studied by many for its deep teachings in knowledge and education. Consequently, education was something Plato would often talk about, it played a large role in the Allegory of the Cave and can be used as a topic of discussion in schools. Moreover, the allegory of the cave is known for a depiction of men trapped in a cave, unable to escape. Whilst the Analogy of the Sun and Analogy of the Divided Line are not as widely known, they still serve as excellent analogies for the Allegory of the Cave. They can further explain the importance of the good, whilst adding how far the mind and body’s capabilities may further.

By nature employment is classified into part time and full time. The study of the nature of employment helps in assessing the magnitude of workforce fully reliant on earning from the IMS. This is discussed with Table 1 given below. More than 80% of workers are found to be engaged as full time workers (FTW) at the national level. However a trend of sinking part of FTW is observed with a increasing share of the part time workers (PTW). Dominance of male employment over the female employment is observed both for the category of PTW as well as the FTW. Gender wise distribution of employment shows that the share of both the full time male workers (FTMW) and full time female workers (FTFW) have decreased in 1994-95 and then continuously increased in 2005-06. Part time male workers (PTMW) shows declining share over the entire period, whereas the part time female workers (PTFW) shows an increasing share during the same period. A discussion on the growth of employment by nature and gender revealed the fact that growth rate of the FTW as well as PTW was higher during early reform period as compared to the later reform period, at the national level. The FTW suffered a negative growth during the later period, which causes the overall growth of the FTW to be lower. The growth of the PTW at all India level is higher. The category of PTW, PTFW is growing at a slower rate, but is higher than the growth rate of PTMW at the

Diversity in workforce “include, but are not limited to: age, ethnicity, ancestry, gender, physical abilities/qualities, race, sexual orientation, educational background, geographic location, income, marital status, military experience, religious beliefs, parental status, and work experience”(Thomas 1992). Diversity in the workforce is initially perceived as a response toward the increasing diversity of the consumers in the market (Agocs & Burr, 1996). From there, it has been observed that capitalizing on existing differences among the employees provide benefits to the organization. Diversity in workforce fosters and encourages