Organizational Psychology and Evidence-Based Management 2017
DOI: 10.1007/978-3-319-64304-5_12
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Cultural Diversity and Inclusion in Organizations: State of the Art and Challenges

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Cited by 3 publications
(3 citation statements)
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“…As for the reduction of organizational prejudices, international literature recommends certain actions, as well as stimulating intergenerational production 17 : promoting seniority as a significant component in all exercises of diversity; developing a guide on ageism to be used as an educational tool, which goes beyond mere knowledge of the law; conducting training sessions that value intergenerationality, communication and team building. In Brazilian literature, recommendations include greater investment in training, updating the skills of older workers, the approximation of workers using intergenerational teams 7,17 and encouraging programs aimed at retaining the skilled labor of these workers through the reduction and/or flexibility of working hours, special leave and workload. Some examples of the formation of intergenerational teams 17,18 and the presentation of a diagnosis of diversity and organizational inclusion 28 have also been highlighted, in which the organization can identify, in addition to ageism, other prejudices that impede the valuation of diversity and an organizational culture of inclusion 8 .…”
Section: Discussionmentioning
confidence: 99%
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“…As for the reduction of organizational prejudices, international literature recommends certain actions, as well as stimulating intergenerational production 17 : promoting seniority as a significant component in all exercises of diversity; developing a guide on ageism to be used as an educational tool, which goes beyond mere knowledge of the law; conducting training sessions that value intergenerationality, communication and team building. In Brazilian literature, recommendations include greater investment in training, updating the skills of older workers, the approximation of workers using intergenerational teams 7,17 and encouraging programs aimed at retaining the skilled labor of these workers through the reduction and/or flexibility of working hours, special leave and workload. Some examples of the formation of intergenerational teams 17,18 and the presentation of a diagnosis of diversity and organizational inclusion 28 have also been highlighted, in which the organization can identify, in addition to ageism, other prejudices that impede the valuation of diversity and an organizational culture of inclusion 8 .…”
Section: Discussionmentioning
confidence: 99%
“…The results showed that the participants did not consider ageism an inherent problem in the aging process 29 , unlike the findings of research conducted in other countries 13,17 . It is therefore increasingly necessary to study this theme in order to promote broader discussions that offer practical solutions and work opportunities for all 5,7,25 .…”
Section: Discussionmentioning
confidence: 99%
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