How do ethnic enclaves grow and change over time? This question is addressed by a longitudinal analysis of the geography of ethnic enclaves in the Toronto Census Metropolitan Area over the period 2001-2006. The analysis shows that the enclaves in the Toronto area are continually realigning, their centres of gravity shifting and their contours changing. Usually, in an enclave, an axis or band of high-ethnic-density territories is formed, surrounded by zones of lower ethnic concentrations. Enclaves of groups with high levels of immigration from South Asia and China have been expanding, whilst those of earlier waves of immigrants-Jews, Portuguese and Italians-show tendencies towards consolidation and contraction. The emergence of ethnic institutions and services keeps enclaves thriving. Today, enclaves are largely in suburban areas where homeownership rates are high and new housing has been built. In the Toronto area enclaves, particular ethnic groups are demographically dominant without being a majority. Other ethnic groups have a sizable presence in these enclaves.Résumé Comment est-ce que les enclaves ethniques s'agrandissent et évoluent au fil des années ? Nous cherchons la réponse à cette question dans l'analyse de la géographie d'enclaves ethniques dans la région métropolitaine de recensement de Toronto de 2001 à 2006. L'analyse indique que les enclaves dans la région de Toronto sont en évolution constante, leur centre de gravité et leurs contours se

Research shows that stressful workplace changes in 2020 disproportionately impacted historically marginalized workers. However, we need more information on enduring inequalities of stress post-2020. Thus, drawing from surveys with employees working in the United States, United Kingdom, Australia, Canada, and India (N = 5,242), we use logistic regression to explore how worker identities (race/ethnicity, gender, sexual identity, and social class) might matter for stress as measured through respondents' self-assessments of their own feelings of stress ("helplessness") and states counter to stress ("self-efficacy"). Taking a sociological approach to analyze worker responses to the perceived stress scale (PSS-10), we found that historically marginalized workers (in terms of race, gender, sexual identity, and social class) reported greater feelings of stress (helplessness). However, we also found that employees identifying as racially minoritized at work and employees in India reported high self-efficacy scores on the PSS-10-a surprising relationship given that feelings of self-efficacy have been previously theorized to have an inverse relationship with stress (helplessness). Though based on a convenience sample, our research suggests that historically marginalized workers worldwide are feeling more significant amounts of stress. In addition, our findings may have implications regarding how researchers use the PSS-10 to measure stress across diverse worker groups and international contexts.

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Though research shows that diversity and equity in the workplace lead to more innovation and other positive outcomes for organizations, businesses often struggle to accomplish their diversity, equity, and inclusion goals. Promoting employee voice is one strategy to support equity; however, employee perceptions of who has a voice at work may be increasingly unbalanced in the post-2020 workplace. Thus, drawing from an original survey dataset of workers across 20 countries and regions (n = 9197), we use logistic regression to explore how sociodemographic characteristics and perceptions of inclusion at work predict whether participants believe they help influence important decisions at work (our measure of employee voice). Across our global sample, we found that although feelings of inclusion predict the perception that one has more voice, workers who belong to groups historically marginalized in the workplace due to gender, education level, compensation type, leadership status, and self-identified “minority” status report lower levels of agreement with the statement of voice. We conclude that while promoting feelings of inclusion is one strategy for achieving a greater diversity of employee voices at work, organizations should also take concrete steps (such as diversifying leadership) to reach equity more fully regarding voice.