Multicultural public administration: Effects of language diversity and dissimilarity on public employees' attachment to employment

Ritz, Adrian; Alfes, Kerstin

doi:10.1111/padm.12366

Cited by 18 publications

(14 citation statements)

References 71 publications

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“…The phenomenon, which forms the future world of work, is the change of values resulting from an increase in the diversity of the social system. In the world of work, for which an environment of changes is typical today, diversity is a term which acts as a challenge for managers in different forms [71][72][73][74][75]. The effect of diversity was not a research subject of the study published in this article.…”

Section: Limitations and Future Directionsmentioning

confidence: 99%

Reflection of Digitalization on Business Values: The Results of Examining Values of People Management in a Digital Age

et al. 2020

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The European Union (European Parliament) understands industry 4.0 as a term for an environment of fast transformations of production systems and products. The basic characteristic of the change in the methods of creating added value in the conditions of the fourth industrial revolution is digitalization. Digitalization changes people management in two stages. The first stage is the adaptation of systems to the integration of physical inputs into digital systems, and the second stage is the redefinition of values for the internal and external customer. The purpose of this paper is to examine the content of the first digitalization stage and its impact on the transformation of values of corporate people management in the second stage of digitalization. The study published in this paper points out the level of digitalization applied towards the internal and external customer. The research results verify relations in the portfolio of corporate value and prove their present implementation of digitalization and its and importance for the future sustainability of the business. The study confirmed the independence of the levels of corporate digitalization and companies’ value portfolios. Furthermore, the study proved the universal nature of corporate value orientation, irrespective of the size, business focus or performance of the people management system. Meaningfulness, communication and cooperation dominate in terms of importance for business sustainability. The results of the study in Slovakia support the opinions of published foreign research, which emphasize the importance of introducing technological innovations aimed at employees to a much greater extent.

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Section: Limitations and Future Directionsmentioning

confidence: 99%

Reflection of Digitalization on Business Values: The Results of Examining Values of People Management in a Digital Age

et al. 2020

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“…Previous studies in public management and human resource management (HRM) show that, among other aspects, diversity management and leadership are important for fostering organizational inclusiveness (Andrews & Ashworth, 2015; Ashikali & Groeneveld, 2015; Bae et al, 2017; Brimhall, 2019; Sabharwal et al, 2018). Emerging studies in both the public management and generic management literature underline the need for supportive leadership to enable fruitful cooperation in diverse teams (Guillaume et al, 2017; Joshi & Roh, 2009; Kearney & Gebert, 2009; Van Knippenberg et al, 2013; Van Knippenberg & Van Ginkel, 2010) and, hence, to enable inclusiveness in organizations and teams (Bae et al, 2017; Paustian-Underdahl et al, 2017; Randel et al, 2018; Ritz & Alfes, 2018).…”

Section: Introductionmentioning

confidence: 99%

The Role of Inclusive Leadership in Supporting an Inclusive Climate in Diverse Public Sector Teams

Ashikali

Groeneveld

Kuipers

2020

Review of Public Personnel Administration

162

122

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In organizations with a diverse workforce, inclusive leadership is assumed to be required to support the full appreciation and participation of diverse members. To date, studies identifying how leadership enables an inclusive climate in diverse teams are scarce. The aim of this study, therefore, is to examine how inclusive leadership fosters inclusiveness in diverse teams. Hypotheses were tested on a sample of 293 team members clustered in 45 public sector teams using structural equation modeling. The results showed that inclusive leadership positively moderates the negative relation between team ethnic–cultural diversity and inclusive climate. This study shows that greater team diversity does not automatically yield an inclusive climate. Inclusive leadership is needed to support an inclusive climate in which different team members are valued for what they bring to work practices. Inclusive leadership is crucial for fostering inclusiveness in diverse teams. Limitations are discussed and recommendations for future research are proposed.

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“…It promotes fruitful collaboration in different teams [22,23] and enables inclusion not only in teams, but also in organizations [24][25][26]. Inclusive leadership is considered beneficial in facilitating and promoting the feeling of belonging and uniqueness [27]. However, Ashikali, Groeneveld, and Kuipers [28] point out that diverse or inclusive leadership helps to promote an inclusive climate, as greater diversity of teams does not automatically create an inclusive environment.…”

Section: Introductionmentioning

confidence: 99%

Diversity Management as a Tool for Sustainable Development of Health Care Facilities

et al. 2020

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Organizations providing health services are often criticized because of inadequate and unsuitable management processes or procedures. Today’s challenge is focused on effective management and leadership skills in the area of health care. The aim of the research is to describe, analyze, and evaluate the current state of diversity management in details in the context of human resources management in the selected healthcare facilities. The source of the information was a questionnaire survey. The sample consists of 181 managers from various health care and health service organizations. The method of analysis of variance (ANOVA) was used for data processing. The results were processed in SPSS and Excel programs. Pearson’s coefficient was used to evaluate the cross-correlation of the variables. The level of significance was 5% on both sides. Basic awareness of diversity management in the healthcare facilities is low. Some tools of diversity management are used, but only in isolation, non-conceptually, and unsystematically. The acknowledgment of diversity concept is poor and chaotic. The basic models of this concept defining its goals, activities, programs, responsibilities, and measurements are not known. One of the strong areas of the diversity management in the healthcare facilities is the diversity of working teams. On other hand, the weak side is the diversity as part of the organization culture and diversity as a part of human resource management. The summarizing index Attitudes towards Diversity received a higher average value than the Diversity Management Implementation index. Significant variables influencing the level of aggregate indices were identified: Ownership, size of the organization in terms of number of employees, patients’ satisfaction, and employees’ satisfaction.

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Multicultural public administration: Effects of language diversity and dissimilarity on public employees' attachment to employment

Cited by 18 publications

References 71 publications

Reflection of Digitalization on Business Values: The Results of Examining Values of People Management in a Digital Age

Reflection of Digitalization on Business Values: The Results of Examining Values of People Management in a Digital Age

The Role of Inclusive Leadership in Supporting an Inclusive Climate in Diverse Public Sector Teams

Diversity Management as a Tool for Sustainable Development of Health Care Facilities

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