Pub Date : 1900-01-01DOI: 10.4018/978-1-7998-0437-6.ch001
Shikha Sharma, Nimarta Mann
Diverse workforce is now a global phenomenon. The quality of interaction between people of diversified cultures in the organization has significant association with the marketing, managing, as well as human resource functions. The majority organizations are indulging in diversity management programmes so that they can benefit from the varied skills. But discriminatory behaviour against people of different backgrounds than majorities in the workplace act as a hindrance in taking full advantage of workplace diversity. This chapter reveals different forms in which discrimination can arise in a discrimination-free environment. The organizational as well as individual factors that cause discrimination at the workplace are discussed. The aftereffects that are related to discriminatory behavior at work, which render both employees as well as organization at disadvantage, are also highlighted. The chapter will help by highlighting the issue faced by thousands of employees every year and suggesting steps that need to be undertaken to remove discrimination from the workplace settings.
{"title":"Workplace Discrimination","authors":"Shikha Sharma, Nimarta Mann","doi":"10.4018/978-1-7998-0437-6.ch001","DOIUrl":"https://doi.org/10.4018/978-1-7998-0437-6.ch001","url":null,"abstract":"Diverse workforce is now a global phenomenon. The quality of interaction between people of diversified cultures in the organization has significant association with the marketing, managing, as well as human resource functions. The majority organizations are indulging in diversity management programmes so that they can benefit from the varied skills. But discriminatory behaviour against people of different backgrounds than majorities in the workplace act as a hindrance in taking full advantage of workplace diversity. This chapter reveals different forms in which discrimination can arise in a discrimination-free environment. The organizational as well as individual factors that cause discrimination at the workplace are discussed. The aftereffects that are related to discriminatory behavior at work, which render both employees as well as organization at disadvantage, are also highlighted. The chapter will help by highlighting the issue faced by thousands of employees every year and suggesting steps that need to be undertaken to remove discrimination from the workplace settings.","PeriodicalId":115157,"journal":{"name":"Five Generations and Only One Workforce","volume":"27 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116146909","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1900-01-01DOI: 10.4018/978-1-7998-0437-6.ch007
Katherine A. Karl, R. S. Allen, Charles S. White, Joy Peluchette, Douglas E. Allen
Because Millennials and Generation X tend to desire close relationships with their leaders, expect frequent and open communication, and integrate their personal and professional contacts via social media, it was predicted they would be more likely than Baby Boomers to accept a Facebook friend request from their boss. Although no main effect was found for generational differences, a significant interaction between self-disclosure and generation was found, such that self-disclosure was positively related to acceptance of a friend request from one's boss for Baby Boomers and Generation X, but negatively related for Millennials. Implications and directions for future research are discussed.
{"title":"Would You Accept a Facebook Friend Request from Your Boss?","authors":"Katherine A. Karl, R. S. Allen, Charles S. White, Joy Peluchette, Douglas E. Allen","doi":"10.4018/978-1-7998-0437-6.ch007","DOIUrl":"https://doi.org/10.4018/978-1-7998-0437-6.ch007","url":null,"abstract":"Because Millennials and Generation X tend to desire close relationships with their leaders, expect frequent and open communication, and integrate their personal and professional contacts via social media, it was predicted they would be more likely than Baby Boomers to accept a Facebook friend request from their boss. Although no main effect was found for generational differences, a significant interaction between self-disclosure and generation was found, such that self-disclosure was positively related to acceptance of a friend request from one's boss for Baby Boomers and Generation X, but negatively related for Millennials. Implications and directions for future research are discussed.","PeriodicalId":115157,"journal":{"name":"Five Generations and Only One Workforce","volume":"43 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121040903","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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